Fiji’s Tourism Development Plan
2007-2016
Contents
Summary..................................................................... 3
Introduction ................................................................. 5
Tourism Development Plan ............................................................................5
Previous Tourism Planning .............................................................................5
Developing this Plan ........................................................................................5
A Collaborative Process...................................................................................6
Planning in the Context of Recovery .............................................................6
Recovering 2007 ...............................................................................................7
Recovery as Basis for Planning .......................................................................7
Vision and Principles .................................................. 8
Current Situation ..............................................................................................8
Vision.................................................................................................................8
Principles ...........................................................................................................8
The Planks of Prosperity .................................................................................8
Fiji’s Tourism Snapshot .............................................. 9
The Landscape and Environment ..................................................................9
Provisional Data ...............................................................................................9
Tourism Activity...............................................................................................9
Summary............................................................................................................9
Why visit Fiji?................................................................................................. 10
Bookings......................................................................................................... 10
2006 Down on 2005...................................................................................... 10
Fiji’s Tourism Product .................................................................................. 13
Population and Workforce ........................................................................... 14
The Fiji Economy.......................................................................................... 15
Contributions to Government Revenues from Tourism .......................... 17
The Tourism Sector Multiplier..................................................................... 18
Tourism Satellite Accounts........................................................................... 18
Growth and Investment Prospects.............................................................. 18
National Planning Context ........................................................................... 18
Towards a Billion Dollar Industry ............................................................... 20
Competitive Position ................................................. 21
International Competition ............................................................................ 21
Share of Voice................................................................................................ 23
Global and Regional Forecasts .................................................................... 23
Key Challenges............................................................................................... 24
Regional Competitiveness............................................................................. 24
Price Competitiveness................................................................................... 25
Fiji’s Tourism – Charting the Future.......................... 26
Tourism – The Opportunity Awaits............................................................ 26
Balancing Supply and Demand .................................................................... 27
Growth Scenarios and Targets..................................................................... 27
Managed Growth – Scenario........................................................................ 27
Low Growth Scenario................................................................................... 30
Aggressive Growth Scenario ........................................................................ 31
Growth… or Stagnation? ............................................................................. 32
Strategic Direction – Managed Growth...................................................... 32
Threshold Approach ..................................................................................... 34
Providing Transportation Linkages ........................... 35
Island Context................................................................................................ 35
Into Fiji By Air............................................................................................... 35
Into Fiji By Sea............................................................................................... 44
Within Fiji By Air .......................................................................................... 44
Within Fiji By Sea .......................................................................................... 48
Within Fiji By Sea .......................................................................................... 48
Within Fiji By Land ....................................................................................... 48
Target Markets.......................................................... 49
Proposed Targets........................................................................................... 49
Australia.......................................................................................................... 49
New Zealand.................................................................................................. 50
United States and Canada ............................................................................. 51
United Kingdom............................................................................................ 51
Japan................................................................................................................ 52
South Korea ................................................................................................... 52
Europe ............................................................................................................ 52
Pacific Islands ................................................................................................ 52
New Markets.................................................................................................. 52
Target Markets Key Strategies...................................................................... 53
The Fijian Tourism Product – Success in Diversity .. 54
New Tourism Product .................................................................................. 54
Things to Do .................................................................................................. 54
Presenting Fiji’s Culture – An Icon Attraction........................................... 54
Attractions ...................................................................................................... 55
Small Local Cruise Ships ............................................................................... 56
International Cruise Ships............................................................................. 56
Day Cruising ................................................................................................... 57
Water Sports and Resort Activities .............................................................. 57
Yachts.............................................................................................................. 58
Surfing ............................................................................................................. 60
Diving.............................................................................................................. 61
Weddings & Honeymoons............................................................................ 61
MICE............................................................................................................... 62
Backpackers and Independent Travellers.................................................... 62
Ecotourism ..................................................................................................... 64
Shopping ......................................................................................................... 65
Sports............................................................................................................... 66
Business Tourism - Suva ............................................................................... 66
Domestic Tourism ......................................................................................... 67
Timeshare........................................................................................................ 67
Presenting Fiji........................................................... 68
Creating a Fiji Character................................................................................ 68
Fiji Character in Experience ......................................................................... 68
Fiji Character in Design................................................................................. 69
Fiji Character in Site Planning ...................................................................... 70
Fiji Character in Built Form.......................................................................... 70
Fiji Character in Landscaping ....................................................................... 71
Fiji Character in Interior Design .................................................................. 71
Integrating Artwork ....................................................................................... 72
Fiji Character in Retail................................................................................... 73
Fiji Character in Food and Beverage ........................................................... 73
Development and Design Guidelines.......................................................... 74
Presenting Fiji................................................................................................. 75
Exceeding Expectations................................................................................ 75
Regional Prosperity .................................................. 78
Tourism Throughout Fiji .............................................................................. 78
Regional Tourism Planning........................................................................... 78
Overall Strategies for Regional Prosperity .................................................. 79
Rotuma............................................................................................................ 79
Yasawas........................................................................................................... 80
Mamanucas ..................................................................................................... 82
Nadi Corridor ................................................................................................. 83
Coral Coast ..................................................................................................... 85
Beqa/Pacific Harbour ................................................................................... 85
Suva ................................................................................................................. 86
Tailevu............................................................................................................. 87
Suncoast .......................................................................................................... 88
Highlands........................................................................................................ 89
Vanua Levu..................................................................................................... 90
Taveuni............................................................................................................ 92
Kadavu ............................................................................................................ 93
Lomaiviti ......................................................................................................... 95
Lau Islands...................................................................................................... 96
Establishing Brand Fiji.............................................. 98
Branding.......................................................................................................... 98
Post Crisis Recovery ...................................................................................... 98
Marketing ........................................................................................................ 98
Sharing the Cost of Marketing...................................................................... 99
eFiji - Online Distribution ..........................................................................100
Getting Heard – Share of Voice.................................................................100
Facilitating Tourism Growth.................................... 102
Incentives and Investment..........................................................................102
Proposed Incentives ....................................................................................103
Impact of Incentives on Government Revenues .....................................105
Management of Incentives and Concessions............................................105
Streamlined Approvals ................................................................................106
Restricted Activities .....................................................................................107
Currency Control .........................................................................................107
Vanua – Community Benefit................................... 108
Community Benefits from Tourism ..........................................................108
Community Based Tourism........................................................................109
The Role of Tourism Resource Owners ...................................................110
Maximising Local Community Benefits ....................................................110
Employment .................................................................................................110
The Fiji Farm................................................................................................111
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2007-2016

Native Land and Trust Board .................................................................... 112 Appendix One – Consultation ................................ 152
Facilitating and Promoting Community Tourism.................................... 113 A Collaborative Approach ..........................................................................152
Gender Equity.............................................................................................. 113
Sustainable Development....................................... 114
Sustainability as a Priority ........................................................................... 114
Tourism and the Environment .................................................................. 114
Environmental Regulation.......................................................................... 115
Sustainable Development Guidelines........................................................ 115
Tourism Certification and Accreditation .................................................. 117
Sustainable Cultures..................................................................................... 118
Protected Areas............................................................................................ 118
Marine Conservation ................................................................................... 120
Waste Management ..................................................................................... 121
Land Management ....................................................................................... 121
Climate Change............................................................................................ 121
Limitations of Tourism ............................................................................... 121
Ecotourism ................................................................................................... 122
Role of NGOs.............................................................................................. 123
People Power ......................................................... 124
The People.................................................................................................... 124
Understand the Challenge........................................................................... 125
A Coordinated Approach ........................................................................... 125
Abbreviations Used
Invest in Education ..................................................................................... 125 ADB Asian Development Bank
Tourism Training Targets........................................................................... 126
Accessible Training and Education ........................................................... 127
AFL Airports Fiji Limited
Accessible Training and Education ........................................................... 127 BoS Bureau of Statistics
The Building Blocks ................................................ 128 CAAFI Civil Aviation Authority of Fiji
Infrastructure................................................................................................ 128 FIHTA Fiji Island Hotel and Tourism Association
Infrastructure Priorities............................................................................... 128
A Coordinated Approach ........................................................................... 129 FIMSA Fiji Islands Maritime Safety Authority
Communications.......................................................................................... 129 FIRCA Fiji Islands Revenue and Customs
Developer Contributions ............................................................................ 129
Public Private Partnerships......................................................................... 130
Authority
Integrated Resorts........................................................................................ 130 FIT Fiji Institute of Technology
Informed Decisions ................................................. 131 FTIB Fiji Trade and Investment Bureau
Tourism Monitoring.................................................................................... 131 FVB Fiji Islands Visitors Bureau
Knowledge Network Overview ................................................................. 132
Tourism Satellite Accounts......................................................................... 132 GDP Gross Domestic Product
Tourism Knowledge Sharing...................................................................... 133 HAA Hotel Aid Act
Development Knowledge........................................................................... 133
Resource Owners......................................................................................... 133
HTT Hotel Turnover Tax
Community Awareness ............................................................................... 133 MoT Ministry of Tourism
Managing Risk ........................................................ 134 NLTB Native Land Trust Board
Risk................................................................................................................ 134 NSC National Security Council
Be Prepared .................................................................................................. 136
Communication is Key................................................................................ 137 PATA Pacific Asia Travel Association
Facilitating Tourism Growth - Legislation ............... 138 SLIP Short Life Investment Program
Tourism Legislation..................................................................................... 138 SOFTA Society of Fiji Travel Agents
Team Fiji – Making it Happen................................. 141 SPTO south-pacific.tourism (was South Pacific
Creating Team Fiji ....................................................................................... 141
Institutional Arrangements......................................................................... 141 Tourism Organisation)
Action Plan 2007-2009................................................................................ 141 STDC Sustainable Tourism Development
Principle ........................................................................................................ 141 Consortium
Role of Government ................................................................................... 143
Ministry of Tourism (MoT) ........................................................................ 144 TAG Tourism Action Group
Tourism Development Unit ....................................................................... 146 TPAF Training and Productivity Authority of Fiji
Fiji Islands Visitors Bureau (FVB)............................................................. 147
Ministry of Finance and National Planning.............................................. 147
UNEP United Nations Environment Program
Ministry of Commerce and Industry ......................................................... 148 UNWTO United National World Tourism
Ministry of Transport .................................................................................. 148 Organisation
Ministry of Fijian Affairs............................................................................. 148
Ministry of Environment............................................................................ 149 VAT Value Added Tax
Ministry of Local Government .................................................................. 149 VFR Visiting friends and relatives
Ministry of Health........................................................................................ 149 WTTC World Travel and Tourism Council
Ministry of Home Affairs ........................................................................... 149
Public Works Department (PWD) ............................................................ 149
Fiji Electricity Authority (FEA) ................................................................. 150
Telecommunications/ Communications in Fiji ....................................... 150 Note cover photo is © Fiji Islands Visitors Bureau
International Bodies .................................................................................... 150 © 2007 Sustainable Tourism Development Consortium.
Industry Bodies ............................................................................................ 150
Educational and Research Institutions...................................................... 151 Version Notes: 2.0 For submission to Steering Committee.
Non Government Organisations (NGOs) ............................................... 151

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Fiji’s Tourism Development Plan
2007-2016

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 Fiji’s Tourism Development Plan
Summary
The Fiji Tourism Development Plan 2007-2016 provides a framework for
the sustainable growth of tourism in Fiji.
The Fiji Tourism Development Plan 2007 – 2016 assumes 2007 and 2008
will be a recovery phase from the events of 2006 and a managed growth phase
for the remaining period.
Tourism Development Plan
This Tourism Development Plan was instigated by the
Government and prepared by the Sustainable Tourism
Development Consortium. The Fiji Tourism
Development Plan 1998-2005 was reviewed to develop
this Plan. The Plan is supported by a rolling Action Plan
and a series of Regional Strategies.
Current Situation
Fiji’s tourism has recovered from the decline in 2000 to
reach total visitation of 550,000 in 2005, with 545,000
in 2006. Fiji has remained ahead of world tourism
growth rates for the past 15 years and has the
fundamentals (post recovery) to continue its track
record of exceeding global tourism growth rates.
In 2006, there were 347 properties with 9,070 rooms.
(including 233 cabins on local ships). Fiji has a great
diversity of tourism products with accommodation
ranging from small bure style village run resorts to large
integrated resorts with international chain hotels, with
local cruise ships, dive operators and sea kayaks; horse
riding parasailing and wild river rafting. Much of Fiji’s
tourism has a strong cultural aspect as well as presenting
the spectacular natural landscape.
In 2005 Fiji had a population of 847,000 with about
21,460 working in tourism. The industry is 12.5% of
GDP, with $729 million earnings in 2005, having an
estimated tax revenue to government of $140 million.
Vision and Principles
The overall vision is to grow tourism for Fiji’s benefit,
and in summary, that in 2020 Fiji’s tourism will: exceed
expectations, be an aspirational destination, have a comparative
advantage, be seen as a benefit, embrace social and cultural
traditions and practices, have reduced its ecological footprint,
support poverty alleviation, reduce urban migration, assist
regional prosperity, provide its own infrastructure, supports its
communities, support service and supply enterprises and
make a substantial contribution to national economic growth.
In summary, the principles for Fiji’s tourism
development area are based on the concepts of: Brand
Fiji, Sustainable Development, Guiding Future Growth,
Balanced Supply, Diversity, Regional Prosperity, Team Fiji,
Farm Fiji, Encourage Initiative, Social Equity, Creating the
Future and Safe and Secure.
2007-2016
© Fiji Islands Visitors Bureau
The key to planning for Fiji’s ongoing sustainable
tourism development is to ensure that there is balance
between these four planks of prosperity: social; cultural;
environmental; and economic.
Competitive Position
The medium to long term global, Asia Pacific and Fiji tourism
outlook is positive, but not without internal and external
challenges. Fiji has remained ahead of world tourism growth rates
for the past 15 years and can continue to do so in the future. Even
as a small fish in a big ocean, Fiji has the opportunity to ride the
wave of global and regional tourism growth.
There are fundamental challenges to the competitive
position of Fiji, providing a perceived safe destination,
being price competitive and remaining attractive for
investors. It is of serious concern that 2006 visitor
arrivals were less than 2005. As most key source
markets are growing at about 5% this means Fiji went
backwards.
Managed Growth
The desired outcome is to plan for the achievement of a growth
scenario for 2016 of 1.1 million visitor arrivals and tourism
infrastructure including 16,000 rooms.
Following the coup in late 2006 and the subsequent
collapse of visitor arrivals, the Plan has two phases: a
recovery period in 2007-2008 in arrivals will recover to
at least 550,000 annually; and then a growth phase from
2008 onwards.
Under the managed growth scenario, in 2016 there will
be 1.1 million visitor arrivals. The total gross tourism
revenue (not including the international air travel
component) will be $1.485 billion and the annual
government tax receipts will be $280 million (in 2016).
There will be 21,460 new tourism jobs.
The Managed Growth Scenario requires just that,
management. It will not happen without a coordinated
effort by the government and industry and at least some
cooperation by the wider community. It requires:
• a major and ongoing Brand Fiji marketing
campaign;
• major growth in key source markets and at least two
new markets;
• attractive investment incentives;
• proactive approvals process;
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 Fiji’s Tourism Development Plan
• supporting infrastructure;
• constant supply of trained staff;
• a team approach by industry, government and
community;
• additional capacity on existing airline routes and
new routes established;
• an overall integrated approach, including
sustainability, risk management, community benefit.
To avoid any doubt, without these fundamentals,
stagnation is considered a real possibility. This would
have dire economic and social consequences.
Providing Transport Linkages
Growth in air capacity from existing markets and new routes
(perhaps with new carriers) for emerging markets will drive
tourism growth. Air, land and sea linkages will spread tourism
throughout Fiji for regional prosperity.
New air routes will be required and additional domestic
infrastructure, particularly upgraded roads and key
regional airports (e.g Savusavu).
Target Markets
The growth of tourism can only be achieved by growing
existing core markets (Australia, New Zealand, US,
Canada, UK, Japan and Korea) and developing new
emerging markets (potentially China, India, South
America and/or the Gulf). Traditional source and
market segments need support with new targets being
new segments in existing markets and whole new source
markets.
The Fijian Tourism Product – Success in
Diversity
Fiji has a diversity of tourism products and can build on
this to create a unique set of market niches whilst
creating an aspirational destination. There is an
opportunity to grow experiences and activities (e.g tours
and attractions) throughout Fiji and especially a major
cultural icon in Nadi.
Presenting Fiji
Fiji can grow as a unique destination, not as a generic
tropical “resort” but through presenting Fiji and
ensuring that aspects of Fiji’s culture, society, landscape
and culture pervade the experience and surroundings of
visitors. A major focus on development having a Fiji
Character is proposed.
Regional Prosperity
The desired outcome is to have appropriate, sustainable
tourism contributing to the regional social and
economic prosperity of Fiji.
Specific opportunities and challenges include getting
reasonable growth in the North (Vanua Levu),
maintaining sustainable tourism in Kadavu and Taveuni
and for the Yasawas determining when is tourism
growth too much?
2007-2016
Establishing Brand Fiji
Creating Brand Fiji to ensure Fiji is a prime aspirational
destination from our key source markets is essential to
increasing market share. A major ongoing marketing
and branding campaign is proposed, with expenditure
by FVB of over $20 m per year required.
Facilitating Tourism Growth
Fiji must compete on a world stage for the investment
dollar. This will require financial incentives, streamlining
of the approvals processes, and maintenance of
currency control. Generous incentives and smooth
approvals processes are essential to achieve the
managed growth scenario. Properly managed, these
incentives will provide a good return on investment to
the economy generally and to government revenue.
Vanua – Community Benefit
Fiji’s traditional society and resource ownership is
fundamental to its character and society. Tourism can
and should provide benefits to and become partners
with prosperous communities.
Sustainable Development
Fiji’s nature, culture, society and economy can and must
benefit from tourism. Sustainable development is the
foundation for tourism growth.
People Power
Human resource development and capacity building is
the foundation of a strong tourism industry. Quality
service and quality local jobs start with quality education
and training. Managed growth could see 21,460 new
jobs in 2016.
The Building Blocks
The desired outcome is to have adequate infrastructure
to support tourism growth with the least possible cost
to government. Core infrastructure will continue to be
provided by government, although support for larger
developments may start to require developer
contributions during the life of the Plan.
Informed Decisions, Risk and Legislation
The Plan sets out approached for knowledge
management, risk management and the statutory basis
for managing tourism.
Team Fiji – Making It Happen
Tourism is delivered by a series of private and public
sector enterprises, and involves many activities regulated
by government. Only through proactive collaboration
can tourism growth be efficiently realised.
An overall Action Plan and key institutional
arrangements are proposed. A Tourism Development
Unit is proposed to facilitate investment coordinate
governments efficient response to developers.
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 Fiji’s Tourism Development Plan
Introduction
The Fiji Tourism Development Plan 2007-2016 provides a framework for
the sustainable growth of tourism in Fiji.
This document is a Plan for Fiji’s government, industry and community.
The Fiji Tourism Development Plan 2007 – 2016 assumes 2007 and 2008
will be a recovery phase from the events of 2006 and a managed growth phase
for the remaining period.
Tourism Development Plan
This Tourism development Plan was instigated and
funded by the Government of the Fiji Islands.
The Ministry of Tourism engaged the Sustainable
Tourism Development Consortium (STDC), in
association with the University of the South Pacific
(with project management by GRM International) to
develop a revised national Tourism Development Plan.
The project has reviewed the content, relevance and
implementation of the Fiji Tourism Development Plan
1998-2005 and then collaboratively prepared a Tourism
Development Plan 2007-2016 that identifies, considers
and prioritises the tourism development, management
and marketing strategies for Fiji’s tourism industry.
The fundamental challenge is balancing tourism demand with
quality environmentally sustainable tourism experiences. Further,
the challenge is to achieve this whilst fostering ongoing growth in a
competitive global tourism market.
The project outcomes are:
• Fiji’s Tourism Development Plan 2007-2016 (The
Plan);
• Tourism Action Plan 2007-2009 (the Action Plan);
and
• 4 Regional Tourism Development Strategies.
Relationship to Tourism Action Plan 2007-2009
This Plan provides the overall framework for the
sustainable growth of tourism in Fiji. The Plan provides
the overall strategies whereas the Action Plan sets out
the institutional arrangements in some detail and
allocates the responsibilities for strategies and relevant
tasks.
It is intended that the Action Plan be a three year rolling
implementation strategy, linked to the Government’s
budget cycle such that it is reviewed annually and
prepared for the following three years.
2007-2016
© Fiji Islands Visitors Bureau
Relationship to Regional Tourism Development
Strategies
The Plan sets out the overall strategies at the national
level for tourism development, further it has specific
strategies for areas within Fiji. The role of regional
strategies is to set out the area specific aspects for the
region, looking in more detail at the tourism character
and strategies to achieve desired tourism outcomes for
that region.
Four regional strategies were prepared during the
development of this Plan, Vanua Levu, Suncoast,
Yasawas and Nadi Corridor. Additional regional
strategies are proposed to be developed in coming years.
Previous Tourism Planning
The 1998-2005 Plan
The 1998-2005 Tourism Development Plan (the 1998
Plan) was developed as a joint exercise of the Fiji
Ministry of Transport and Tourism, Tourism Council of
the South Pacific (now south-pacific.travel) and Deloitte
& Touche. The 1998 Plan proposed a Step Change for
Fiji’s tourism development with a high energy
coordinated driving of tourism development required.
Developing this Plan
The development of the Plan was undertaken over
twelve months from May 2006. It involved a number of
key stages and produced a number of reports and
deliverables as part of the process.
Snapshot
An initial snapshot of tourism in Fiji was prepared. This
was a compilation of available data. Similar compilations
had been prepared in previous years by the Ministry of
Tourism and trends over the recent past were able to be
identified.
Report Card
An analysis of the implementation of the previous 1998
Plan was undertaken, the implementation was
summarised and all strategies were tabulated.
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 Fiji’s Tourism Development Plan
Implementation of the 1998 Plan had commenced, with
some important initiatives set in train when the events
of 2000 left the tourism industry and implementation of
the Plan in some disarray. In essence, there was a “Step
Back” and the Step Change required had only been re-
considered in recent years.
Strategic Directions
An initial planning document was developed, the
“Strategic Directions”, this was used to present to the
tourism industry, government and stakeholders as a
discussion paper. It formed the basis for ongoing
consultation and input.
Supporting Papers
The various specialists produced individual reports and
these have been compiled in an unpublished volume of
specialist papers. In many instances, these reports were
completed early in the process and subsequent
investigations, analysis and planning resulted in updates
and inconsistencies between the supporting papers and
relevant sections of the final Plan.
A Collaborative Process
Extensive Consultation
Tourism is a system that integrates many different
components, activities, transportation linkages,
infrastructure, hospitality services and attractions into
the “tourism product”. Recognising this, the
stakeholders of Fiji tourism were invited to be involved
in developing the Fiji Tourism Development Plan. A
document: The Fiji Tourism Development Plan: Strategic
Directions was produced in August 2006 and widely
distributed, comments were welcomed and the
development of this draft Plan has considered this input.
Consultations with government agencies and statutory
bodies were held to understand their role in Fiji tourism,
future directions, and relevant information and data (see
Appendix One). Workshops and consultation meetings
with various tourism task forces, organisations
representing the accommodation sector, inbound tour
operators, travel agents, cruise operators, aviation,
tourism property developers, educational institutions
and others were conducted. In addition, tourism
resource owners, representatives of some provincial
councils and some village heads were consulted to
understand local needs and expectations for tourism
development.
Steering the Process
A national level Steering Committee, chaired by the
Minister for Tourism, with government, community and
industry members has guided the development of the
Tourism Plan.
2007-2016
Determining What’s Important
In the initial stages of consultation an
“importance/performance” survey was carried out.
Over 90 participants responded from community,
government and industry (see Appendix One).
Of particular note were the aspects that were seen as
very important which included: the need for Fiji’s
tourism industry to be environmentally sustainable, the
need for additional investment by government in
infrastructure, the need for a coordinated tourism
development plan, transport infrastructure to support
development of tourism and marketing for Fiji by the
Fiji Visitors Bureau.
Performance was ranked from very poor, poor,
reasonable, good and very good. No aspect rated (on
average) greater than reasonable. Of particular note was
one area of very low performance, emergency
communications and warning systems for tourism
(despite having high importance).
Setting the Strategic Direction
During the National Tourism Forum in September 2006,
participants (mostly industry and government attendees)
were asked to agree/disagree with a variety of the
summarised “strategic directions” for tourism. The
highest levels of agreement were: “ensuring Fiji’s
tourism product has a Fijian character is vital to
achieving the proposed growth in tourism” and
“vocational training by FIT and TPAF is essential for
tourism growth”.
Planning in the Context of
Recovery
A Soft 2006
The preparation of this tourism plan commenced in
April 2006. Tourism had had a strong recovery from the
coup and associated events of 2000, investment was
strong with many major projects commencing
construction. Visitor arrivals had achieved 550,000 in
2005 there was optimism for growth into 2006.
However latter months of 2005 and all of 2006 saw a
softening of arrivals and in fact 2006 had slightly lower
visitor numbers than 2005. There is no precise or single
reason for this, a number of contributing factors are
thought to have been the cause, these include:
The impending adoption of the Hotel Turnover Tax
with some doubts about the arrangements causing some
wholesalers to reduce promotion or even stop selling
for some time in early 2006.
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 Fiji’s Tourism Development Plan
There was feedback from key source markets that Fiji’s
general price competitiveness had been eroded and
there was a feeling by key suppliers (wholesalers and
agents) that Fiji was becoming too expensive. The
“share of voice” in marketing and promotion had been
eroded by declining marketing spend in real terms (a
constant budget whereas advertising costs have risen
markedly) and strong spending by competitors. The
competitiveness of Fiji’s product offering was further
hampered by very competitive product offerings as
specials by competitor markets.
There was adverse publicity in key source markets about
the security “situation” in Fiji and growing impasse
between the Fijian Military and the Government,
starting January 2006, this grew before the election in
April/May and escalated leading up to and following the
Military takeover of government on December 5, 2006.
The growing impasse and coup resulted in significant
travel advisories in key source markets (particularly
Australia, New Zealand and Britain).
In summary, visitor arrivals in early 2006 were lower
than the same period 2005, with some recovery in mid
2006 then a significant decline at the end of 2006/early
2007. Whilst the late 2006 decline was as a result of the
publicity and travel advisories regarding the coup, there
were other tourism fundamentals which contributed to
a lack of growth prior to the actual coup.
Recovering 2007
The aftermath of the coup saw an interim
administration appointed and commitments by the Fiji
Military to move towards a democratically elected
government in a three to five year timeframe. Travel
advisories were reduced although still highlighted a
security concern by the end of January 2007. At that
time the key requirement for reducing the level of travel
advisories (e.g. Australia’s and New Zealand’s) appeared
to be the reduction of armed military checkpoints.
It is important to note that during the period of the
coup and its aftermath the tourism industry continued
to offer its usual services and airline flights continued.
Tourists were interviewed and quoted by the
international media as having great holidays and not
really noticing the political situation.
Almost immediately the coup took place the industry re-
established the Tourism Action Group (TAG). The
group had a focus of diplomacy regarding reducing the
travel advisories, developing attractive, severely
discounted product offerings and a targeted tactical
marketing campaign. Early in 2007 the Interim
Government pledged to support the TAG process with
a specific grant additional to the normal FVB funding.
2007-2016
Recovery as Basis for Planning
Given the above events, the tourism planning had been
on the basis of 2006 without growth over 2005 and then
a reinvigorated growth 2007 onwards. Unfortunately the
tourism decline is considered likely to take some more
time for recovery after the events of 5 December 2006.
The Tourism Development Plan has been prepared on
the assumption that the security situation in Fiji returns
to normalcy in early 2007 and that there are no further
times of political instability nor security concerns during
the life of the Plan.
Further it is assumed that the marketing and promotion
efforts of TAG and FVB are successful and result in
recovering sales to the point that visitor arrivals in 2007
are in the range of 475,000 (a slow recovery) to 515,000
(which would take a fast recovery and some growth
against previous seasonal trends in the latter months of
2007).
For 2008 it is assumed that visitor arrivals in the vicinity
of 525,000 to 575,000 will be achieved and as such we
have adopted this as the year from which the adopted
growth scenario would commence.
Recovery and Growth Phases
In summary the Plan has been prepared on the basis of
two phases: a recovery period in 2007-2008 in which
visitor numbers will recover to at least 550,000 annual
visitor arrivals; and then a growth phase from 2008
onwards. In order to plan for ongoing managed growth,
the Plan’s timeframe (initially 2007-2014) has been
extended 2007-2016.
Thresholds and Scenarios
Tourism planning based on forecasts and scenarios is
inherently unreliable and factors external to the tourism
product and marketing of a destination can play havoc
with such predictions (events such as a coup, security
issue in a competitor destination or competitiveness of
emerging destinations etc.).
This Tourism Development Plan does identify a growth
scenario but also sets out key aspects as thresholds, so
as the events of 2007-2016 unfold, aspects such as a
balance of room stock and airline linkages, training
places and employees etcetera can be evaluated on the
basis of thresholds.
7
 Fiji’s Tourism Development Plan
Vision and Principles
The overall vision is to grow tourism for Fiji’s benefit.
Current Situation
Fiji’s tourism has recovered from the decline in 2000 to
reach total visitation of 550,000 in 2005, with 545,000
in 2006.
Fiji has remained ahead of world tourism growth rates
for the past 15 years and has the fundamentals (post
recovery) to continue its track record of exceeding
global tourism growth rates.
The medium to long term global, Asia Pacific and Fiji
tourism outlook is positive.
Even as a small fish in a big ocean, Fiji has the opportunity to
ride the wave of global and regional tourism growth.
Vision
The vision for Fiji’s tourism is that in 2020, tourism will:
• Exceed expectations of all visitors in service, places
and product.
• Be the key aspirational destination for the South
Pacific tourism experience.
• Have strong destination comparative advantage
based on natural resources, tradition and
cultural diversity.
• Be seen as a benefit by all people of Fiji, creating
prosperity for business, community and
government.
• Be an industry that embraces social and cultural
traditions and practices of all peoples of Fiji.
• Support conservation and have reduced its
ecological footprint.
• Support poverty alleviation. reduce urban migration
and assist regional prosperity.
• Provide its own infrastructure, supports its
communities.
• Support many Fijian service and supply enterprises;
and
• Make a substantial contribution to national
economic growth and be driving Fiji toward
Developed Nation Status.
2007-2016
© Fiji Islands Visitors Bureau
Principles
The following principles are proposed for the
development of tourism in Fiji.
• Brand Fiji – Be Fijian in character, place and
experience.
• Sustainable Development – Encouragement and
where necessary regulation.
• Guiding Future Growth – Encourage the good,
prevent the bad.
• Balanced Supply – Access, attractions,
accommodation, activities and people: national
and regional scale.
• Diversity – Encourage a diversity of products,
tours, activities, attractions.
• Regional Prosperity – Spreading the benefits.
• Team Fiji – Growth through collaboration.
• Farm Fiji – Retain the export dollars, use Fijian
made and grown.
• Encourage Initiative – Security through diversity.
• Social Equity – Widespread and fair distribution
of benefits.
• Creating the Future – Facilitate growth for Fiji’s
Benefit.
• Safe and Secure – Destination for our visitors.
The Planks of Prosperity
Fiji can deliver a very genuine, friendly and
undemanding level of hospitality. That’s a commodity
becoming increasingly scarce in the populated cities of
the Fiji’s key source markets.
The key to planning for Fiji’s ongoing sustainable
tourism development is to ensure that there is balance
between these four planks of prosperity:
• Social;
• Cultural;
• Environmental; and
• Economic.
8
 Fiji’s Tourism Development Plan
2007-2016

Fiji’s Tourism Snapshot

Fiji tourism recovered from a decline in 2000 to reach total visitation of
550,000 in 2005. However 2006 showed a drop to 545,000 with a
significant decline late in the year. In mid 2006, there were just over 9000
hotel rooms. In 2005, there were 21,400 tourism related jobs in Fiji, tourism
was 12.5% of GDP and had a economic output (generated through multiplier) © Fiji Islands Visitors Bureau

of $1,278 million and a value added economic contribution (from tourism

expenditure on accommodation, food, beverage, entertainment, activities and
local transport) of $588 million.

The Landscape and Environment
Fiji consists of approximately 332 volcanic and coral
formation islands, of which 110 are inhabited. In 2000,
25% of 18,330km2 total land area consisted of arable
land, permanent cropland and permanent pastures. In
2003, the rural population density was 24 people per
km2 of total land area. 48% of the total population were
of urban population in 2002, a 9% increase from 1990.
Showing the ongoing urban migration trend.
Provisional Data
Some of the data provided below is provisional only.
Key data collectors, including the Bureau of Statistics
Fiji Islands Revenue and Customs Authority and
Ministry of Tourism have provided the best data and
analysis available, however in some instances data is not
fully reconciled, accurate or weighted. Having said that,
the figures indicated are considered sufficiently robust
for the purposes of the development of the Plan.
Tourism Activity
Approximately 545,000 visitors came to Fiji in 2006,
down on 550,000 in 2005. In 2005, around 35% of
visitors were in the 20-29 year old group, followed by
the 30-39 year old group (21%) and 40-49 year old
group (14%). In 2005, 51% of visitors were male.
Overall stay in 2005 was 8.5 nights, with first time
visitors at 7.9 nights, whereas repeat visitors stayed 9.7
nights on average. June to October has been the
traditional peak season for visitor arrivals since 2002
(see Figure 1). This may be strongly influenced by major
source markets’ winter season and school holidays.
Local residents also use hotel accommodation. In 2003
they comprised 165,400 hotel visitors for an average of
2.5 nights, being 413, 500 bed nights or about 236, 000
room nights, making a daily demand for rooms of 647.
Summary
• Total visitors 545,168 in 2006, slightly lower than
2005 at 549,911.
• Average length of stay was 8.5 nights in 2005.
• Average spend (on accommodation, local travel,
entertainments, food, beverage, tours, shopping and
activities) FJ $1,350 in 2005.
• In 2005:
- $237 m spent on accommodation;
- $150 m on food;
- $63 m on shopping; and
- $29 m on activities.
• Total tourist expenditure FJ $729 million in 2005.
• Current total airline capacity 1,086,384 inbound
seats.
• 347 accommodation properties in 2006 (preliminary
figures up to June).
• 9,070 rooms in 2006 (as at June).
• 21,768 beds in 2006 (as at June)
• 7.95 million bed nights available in 2006.
• 4,185,464 bed nights used in 2005 (7.74 million
available in 2005):
- 1,355,464 Australia (32% visitors);
- 742,940 NZ (18% of visitors);
- 560,735 US (14% of visitors);
- 442,172 UK (11% of visitors).
• 7,738,000 bed nights available in 2005.
• 64% estimated occupancy in 2005.
• July, August, September are the peak season.
• In 2005:
- 74% of visitors came to Fiji for rest and
relaxation, 10% for honeymoon, 5% for
wedding and 2% for surfing, diving and to
experience Fijian culture;
- 75% of visitors engaged in swimming, 60% in
snorkelling, 31% in Kava ceremony, 22% in
viewing a Fijian Meke, 21% in village tours,
other activities such as shopping (15%),
watching fire walking (12%), scuba diving
(12%) playing golf (11%);
- 40% of visitors used a taxi, 25% went on a
(day) cruise, 9% hired cars;

9
 Fiji’s Tourism Development Plan
2007-2016

- 14% of visitors described themselves as In 2005, repeat visitors were less likely to book their
backpackers; and accommodation through travel agents or the Internet.
- 63% were likely or very likely to return. They preferred to make their bookings directly, use
booking services in their own country or no bookings at
• In 2006, 78 cruise ships are scheduled.
all. More than half of Fiji’s visitors decide to travel to
• In 2005, there were 518 yachts (69 superyachts). Fiji more than 12 weeks in advance. Thirty-eight percent
• 21,400 jobs in 2006. book accommodation and transport more than twelve
weeks prior to their visit.
Why visit Fiji?
Holiday Accommodation Satisfaction
In the last 5 years, over 75% of visitors (82% in 2005) In 2005, visitors’ level of satisfaction for
stated “Holiday” as the main purpose for visiting Fiji. accommodation in Fiji was relatively high across the
board. The lowest level of satisfaction was in the area of
In 2005, Holiday visitors stated the main reason was for: food quality. 94% of total visitors rated the courtesy of
• Rest and Relaxation (R&R) 74%; staff at the location they stayed the longest as good or
• Honeymoon 10%; very good. Approximately 70% of visitors stated their
• Wedding 5%; experience as much more or more enjoyable than what
• Surfing 2%; they expected.
• SCUBA diving 2%; and In 2005, the Fijian people continued to be the most
• Seeing Fijian Culture 2%. favourable impression of Fiji with 73% of total visitors.
In 2005, of all visitors in Fiji: 63% of total visitors mentioned that they were very
• 63% non-backpackers; likely or likely to return to Fiji within the next 2 years.
• 14% backpackers; Quality of food rated the lowest 80% of visitors
mentioning it as good or very good. Around 90% of
• 5% business;
visitors rated good or very good for cleanliness of
• 3% conference; rooms. 82% of visitors mention value for money of
• 8% VFR; accommodation as good or very good.
• 5% education; and
• 2% other 2006 Down on 2005
Going Backwards, Seriously
Bookings It is of serious concern that 2006 visitor arrivals were
Mainly via Agents, Internet Growing less than 2005. As most key source markets are growing
Approximately 67% of total accommodation bookings at about 5% this means Fiji went backwards in market
were made through travel agents in 2005. Australians share (at 5% growth on 2005) the target for 2006 just to
(73%) depended on travel agents the most, whilst UK be level with source market growth would have been
residents had the highest percentage in using the 577,400 or so. Whilst the security concerns of the
Internet with 22%. Approximately 21% of backpackers growing impasse between the government and military
booked their accommodation through the Internet. were most certainly a factor, particularly for December
2006, price competitiveness, uncertainty over the HTT
implementation and the lower share of voice that
destination level marketing has been achieving were also
contributing factors (and these tourism fundamentals
need to be addressed).

10
 Fiji’s Tourism Development Plan
2007-2016

Figure 1: Seasonality of Visitor Arrivals 2005 and 2006

70,000
2005
60,000
50,000 2006
40,000
30,000
20,000
10,000
0

r
ry
ry

ne

r
ch

ly
ril

r
t

er
ay

be

be
be
s
Ju
Ap
ua
a

gu

ob
Ju
ar

m
nu

m
em
br

Au

ct

ve

ce
Ja

Fe

O
pt

No

De
Se
Table 1: Visitors in 2005 and 2006
Visitors Average Visitor Total
Stay Nights Expenditure
(Nights)
Country 2006 2005 2005 2005 2005 FJ $
Australia 197,742 181,099 8.5 1,355,464 $258 m
New Zealand 108,347 95,757 8.3 742,940 $125 m
United States 66,317 74,449 8.1 560,735 $107 m
U.K. 80,586 63,562 8.1 442,172 $67 m
Pacific Islands 26,010 35,955 9.1 272,725 $25 m
Japan 24,369 29,951 5.7 163,964 $48 m
Europe - 27,887 8.9 222,311 $34 m
Canada 15,638 14,029 9.8 (2003) 123,154 $19 m
Rest of Asia 9,443 13,468 12.8 74,672 $37 m
South Korea 10,542 10,697 6.0 (2003) ~ $9 m
Others 6,174 3,058 8.5 (2003) 227327 $5 m
Total/Average 545,168 549,911 8.5 4,185,464 $729 M

11
 Fiji’s Tourism Development Plan
2007-2016

Table 2: Accommodation and Regional Tourism in 2005

Proportion Fiji
Visitor Nights
Average Stay

Occupancy
Properties

Arrivals

Rooms
Visitor

2005 *

2005 *

2005
Total number of rooms per category
premium high medium budget

Total Nights % Rooms $250+ $150 - $75 - < $75 Total

% $249 $149
1
Cruise 8 25,796** 3.6 221 0 0 12 233
Beqa/Pacific 16 12,693 4.4 2.5 58** 181 34 28 27 270
Harbour
Coral Coast 40 111,322 5.5 24.8 71 1,385 69 83 160 1,697
Kadavu 11 6,040*** 5.6 1.2 58** 11 26 21 22 80
Yasawa 29 43,812 5.2 8.8 69*** 72 21 36 163 292
Mamanuca 23 88,341 5 17.3 69*** 735 26 11 36 808
Lautoka- Rakiraki 32 25,796** 3.6 2.7 49 93 25 232 178 528
Nadi 63 180,214 3.6 35.3 75 1,773 467 452 658 3,350
Suva 39 26,257 3.7 5.1 55 42 232 430 447 1,151
Levuka 6 6,040*** 5.6 1.2** 58** 0 0 21 54 75
Tailevu/Lomaiviti 10 512 3.9 1.2** 58** 26 24 12 30 92
Labasa 8 7,882* 7 1.5* 28* 7 24 31 41 103
Savusavu 25 7,882* 7 1.5* 28* 79 23 59 30 191
Taveuni 35 8,906 6.2 1.7 28* 74 38 12 70 194
Lau 2 6 6
% of Fiji Room Nights 57% 8% 11% 24%
Total 347 4,699 1,009 1,428 1,934 9,070

1
*, **, or *** show combined data.
12
 Fiji’s Tourism Development Plan
2007-2016

Fiji’s Tourism Product
Accommodation
In 2006, there were approximately 347 accommodation
properties with a total of 9,070 rooms. These figures
include 8 local cruise ships that have 233 rooms. There
has been a steady increase in new accommodation, since
1999 with 6,447 rooms. Between 2003 and 2005 there
was an increase of 415 rooms per year.
There are heritage, historic, botanical and cultural parks
and gardens showing Fiji’s unique ecology, culture and
society. Moreover, historic and cultural museums that
display traditional Fijian customs and ways of living are
major attractions. Purely natural attractions such as
caves, waterfalls, sand dunes, mountains, to manmade
temples, churches and mosques, markets, Fijian villages
are also significant attractions of Fiji.

The different types of accommodation and room Tour Operators

numbers they account for are as follows: There are approximately 42 tour operators that provide
tours ranging from sight-seeing, shopping, bushwalking,
• The Premium group (FJ$250+, including cruise),
trekking, hiking, rafting, kayaking, horse riding,
4,699 rooms (52%);
skydiving, surfing, diving, et cetera around Fiji.
• The High group (FJ$150-FJ$249), 1,009 rooms Additionally there are around 60 dive operators in Fiji
(11%); that operate in the Mamanucas, Yasawas, Kadavu, Beqa
• The Medium group (FJ$75-$149), 1,428 rooms Lagoon, Vanua Levu and Taveuni.
(16%); and
• The Budget group (<FJ$75, including cruise), 1,934 Golf Courses
(21%) rooms. There are approximately 14 golf courses around Fiji and
4 of these golf courses have 18 holes. Resorts such as
According to the Bureau of Statistics the average room the Fijian, Mocambo, Koro Sun, Naviti and others
occupancy rate and bed occupancy rate was provide their own golf courses where as cities such as
approximately 64% and 55%, respectively, in 2005. The Ba, Labasa, Lautoka, Nadi, Suva and others also provide
key tourism areas of the Nadi area, the Coral Coast, the public golf courses.
Mamanucas and the Yasawas had significantly higher
occupancy than other areas. Meetings, Incentives, Conference and Events
(MICE) Facilities
Tours and Activities There are approximately 10 organisations that provide
Fiji tourism provides various tours and activities all major MICE facilities in Fiji. Most of these facilities are
around the nation for visitors. Nature based activities concentrated in the core tourism area (Denarau, Coral
and tours such as trekking, bird watching, waterfall Coast) and business area (i.e. Suva). There are numerous
tours, cave tours, site seeing tours, or adventurous and other smaller facilities at hotels and resorts.
sporting activities such as diving, surfing, rafting,
canoeing, tennis, golf, sailing, yachting, kite surfing,
wind surfing, cycling, ocean swim, snorkelling, fishing,
jet boat rides, jet ski tours, sky diving, paragliding, hang
gliding, rafting and kayaking are some examples. Other
tours and activities are shopping tours, village tours,
cruise tours, flight tours, island day trips, railway tours,
horse riding, etcetera.
Cruise Ships
There are approximately 17 cruise and charter
companies that provide tours and linkages around Fiji.
The major cruise operators provide services from
Denarau or Lautoka to the Mamanuca islands and/or
the Yasawa islands. Products range from day cruises,
overnight cruises, lunch/dinner cruises, dive cruises, et
cetera. Regular cruises to the outer islands such as
Nananu-I-Ra, Vanua Levu, Taveuni, the Lomaiviti
group and the Lau group are also offered.
Attractions
The Fiji islands has a broad variety of attractions from
natural such as beaches, mountains, jungles to manmade
such as museums and cultural centres. There are
approximately 40 identified attractions around Fiji.

13
 Fiji’s Tourism Development Plan
2007-2016

Table 3: Key Conference Facilities Given this, (provided the strategies set out in this Plan
to stimulate demand and facilitate investment) Fiji is
Name Maximum Rooms Break
attendees / out expected to have 16,000 rooms in 430 properties by
style Rooms 2016. This is probably a conservative assumption based
Blue Lagoon Cruises 300 / cocktail 6 6 on the current known approved projects, since some of
Holiday Inn 250 / theatre 2 2 these will not proceed and others (presently unknown)
Outrigger on the 100 / theatre 3 4 may eventuate.
Lagoon
Sheraton Fiji Resort 600 / theatre 2 4
Future accommodation development is concentrated in
the West area – Fiji’s current high tourism region. It is
Sofitel Fiji Resort & 720 / theatre 5 10
Spa
interesting to note that in the next 7 years the proposed
Sonaisali Island 100 / theatre 1 1 number of rooms for the North (Savusavu, Labasa and
Resort Taveuni) is similar to the proposed number of rooms
Shangri-La’s Fijian 1200 / theatre 7 10 for the Mamanucas.
Resort
Tradewinds Hotel 1500 / theatre 6 6 Population and Workforce
Warwick Fiji Resort & 600 / theatre 3 3 The World Travel & Tourism Council reports that on a
Spa global comparative basis, the Fiji tourism sector has a
Westin Resort and 300 / theatre 2 3 strong 17th ranking for the relative contribution to
Spa
national economy, ranks 35 in terms of its growth
forecast and, as a relatively small island destination,
The total number of rooms presently in construction ranks only 119 out of 174 countries in terms of
has been estimated based on an analysis of: international visitor arrivals.
• the Department of Tourism’s Hotel Aid Act The estimate of population as at 31 December 2005 was
(HAA) investment allowance provisional 846,085 comprising 463,432 Fijian, 316,093 of Indian
approvals between 2000 and 2006; descent and 66,560 others. The geographic spread
• Fiji Islands Visitors Bureau (FVB) information; between the two main islands continues to exhibit a
and drift from the north to the south.
• Native Land and Trust Board (NLTB),
Given the decline of the sugar sector and limited
numbers of settled agreements to lease (for
economic initiatives that are able to offset the decline in
which the premium has been paid) with
export industries, there is a slow exodus of people
conservative factors of the number of leases
seeking work in the urban centres, notably Suva.
that will be developed (80%) and the potential
Current annual population growth rate for Fiji is one
yield per property of 80% of available yield
percent, however with urban drift the population of
under planning provisions.
Suva is growing at five percent per anum.
In summary, based on the HAA, FVB and NLTB there
are approximately 6,887 rooms in 83 accommodation
properties considered “live” proposals. This figure does
not include all projects such as those obtaining
approvals by TCP that have not yet applied under the
HAA provisional approvals.

14
 Fiji’s Tourism Development Plan
Figure 2: Distribution of Tourism Accommodation - 2006
The number of wage and salary workers in the
workforce, as recorded by BoS, numbered 115,000 in
year 2000. These numbers included those employed in
the public service as well as the private sector. Those
deriving their income from self employment are
additional to those on wages and salaries.
Based on a working age of 20-60, the working age
population is 186,300 (in 1996, the last census) or 51%
of the then population. A Bureau of Statistics estimate
in 1998 found 13,493 jobs in tourism, with 6,693 of
these working in hotels. Based on the then number of
hotel rooms, an employment coefficient of 1.2 has been
adopted. A more recent, 2002 estimate found 120,000
total workforce in Fiji of which 15,000 were in tourism
related sectors. Our analysis, based on inputs from the
Bureau of Statistics and other sources has identified
21,460 jobs in the tourism sector for 2005 (see Table 4).
2007-2016
The Fiji Economy
The Economy and Society
The nation’s population has grown at a steady rate and
reached approximately 847,000 in 2005. Approximately
50% of the total population are of Fijian descent
(Melanesian ethnic group), 45% are Indo-Fijian and 5%
are Europeans, Chinese and other Pacific Islanders. The
Gross Domestic Product (GDP) per capita was FJD
$3533 in 2004, a 5.6% increase from the previous year.
Social indicators look positive.
Overall Economic Situation
The economy of Fiji has recovered well since the
decline in 2000. The economic stabilisation programme
put in place at that time to mitigate the economic
downturn (loosening monetary and fiscal policy) paid
off.
The loosening of monetary policy and expansion in the
credit base in the economy has stimulated activity to the
extent that Fiji is currently experiencing a consumer led
boom, with household consumption recording an
increase of 13% in the past financial year.
15
 Fiji’s Tourism Development Plan
2007-2016

Table 4: Tourism Employment in 2005 The structure of the Fiji economy is changing as the
primary sector is meeting increasing challenges in
Jobs 2005
output. The standout performing sectors in the five year
Hotels 11,440 period (2002/2006) are the construction sector and the
Restaurant/Café 1,728 hospitality sector, recording increases of 50% and 64%
Sea cruise/ transport 636 in output (expressed in constant dollars) in the period.
Air Transport 1,148
The share of the primary sector which contributed 20%
Road Transport 518
of GDP in 2000 had declined to 16% by July 2006. The
Transfers tours 608
hospitality sector (hotels and restaurants) represented
Travel agencies, tour operators 553 6.0% in July 2006 of GDP up from 4.7% in year 2000.
Communications 332 This increase in GDP generated by the hospitality sector
Retail shopping, duty free 1,327 is the result of increased international visitor numbers
Finance, business services 968 after the post-coup downturn in 2000.
Construction 364
In measuring the GDP contribution of tourism to the
Utilities 180 economy, the hospitality sector, as recorded in the
Cultural/recreational staff 1,659 official sectoral data, under shoots the overall
Total 21,460 contribution of tourism through accommodation,
transport, shopping, and business services.
However, the changes in GDP, monitored by the The Tourism Sector
National Planning Office, paint a grim picture for The tourism sector was an immediate victim of the 2000
traditional drivers of the economy. Agriculture, fisheries attempted coup with potential visitors staying away in
and forestry production have stalled and the garment droves. The constitutional crisis was seen nightly for
industry appears in terminal decline – from a high of some months on the TV screens of Fiji’s major markets:
$225 m production in 2004 when the international Australia and New Zealand. The negative publicity had
quota system (Multi Fibre Agreement) was in place to a an immediate impact with bookings down substantially.
recorded $86 m in 2006. Table 5: GDP by Sector at Constant 2002 Prices
Despite the above, there have been recent efforts to Activity Sector Year Proportion Year Increase
stem a consumption boom on mostly imported 2000 total GDP 2006 in
products which is placing a drain on foreign reserves. % (forecast) Forecast
FJ$ m FJ$ m Output
To reduce consumption, Government raised import %
duty on some high value consumer items have been Primary Sector 460.7 20.1 490.9 6.6
increased (cars, whitegoods and electronic goods, Agriculture 341.5 15.7 364.9 6.9
alcohol). With a short term currency problem, the Of which Sugar 131.8 7.5 126.9 -3.1
Fishing 84.6 2.8 85.9 1.5
Reserve Bank has continued to take monetary and fiscal
Forestry 34.6 1.6 39.4 13.9
actions to apply the brakes to consumer spending. The Mining & 40.8 1.6 24.8 -39.2
two stand-out sectors that are currently driving the Quarrying
economy are construction and tourism. Industrial Sector
Manufacturing 400.3 13.9 441.2 10.2
Up to late 2006, investment spending was at high levels Utilities 94.0 3.2 123.8 31.7
in the building and construction sector. Private Building & 124.9 5.6 187.7 50.3
construction activity recorded GDP increases of 41%, construction
34% and 93% respectively in the years 2003, 2004 and Service Sector
Wholesale & 317.1 10.5 361.9 14.1
2005. While private sector construction activity is retail trade
anticipated to tail off there are many hotel and tourist Hotels & 113.5 4.7 185.9 63.8
projects in the pipeline which will keep activity high. restaurants
Transport &
Structure of Fiji’s Economy Communication 366.5 12.4 446.1 21.7
The traditional drivers of the Fiji economy are sugar, Finance,
agriculture, forestry, fishing and the garment industry. insurance, 361.3 16.2 382.5 5.9
business
These drivers have been in decline since the 2000 services
millennium. Table 5 following profiles the GDP Community,
contribution of each of the major sectors within the Fiji social and 457.7 18.3 550.1 21.2
personal services
economy. Note that the table is in terms of constant Total All $2,638 100.0 $3,080 16.8
prices based on 2000 prices. Sectors
Source: National Planning Office, July 2006

16
 Fiji’s Tourism Development Plan
A turnaround marketing campaign with targeted
promotion and pricing discounts to overcome the
negative publicity was successfully mounted.
International visitor arrival numbers, which were in
excess of 400,000 in 1999, fell to under 300,000 in the
2000 year.
In its analysis of GDP by sector in the National
Accounts, the National Planning Office estimates of the
contribution of the Hotel & Restaurant sector in the
2002 year is recorded at 4.2% of GDP at Market Prices
increasing to 5.6% in the 2005 Year. Hotel revenues
monitored by the BoS recorded an increase of 49% in
total hotel revenues to ($458m) between 2002 and 2005.
Using the traditional proxy of the hotel and restaurant
sector as representative of the tourism sector seriously
undervalues the full impact of tourism activity on the
Fiji economy. The estimate of total value added revenue
generated by the full tourism cluster (accommodation,
food & beverages, construction, transport, activities,
shopping etc) is $588 million when the tourism sector
multiplier is applied to tourism revenue retained in the
country. This represents a contribution by tourism to
the economy of Fiji of 12.5% of GDP at 2005 market
prices.
The contribution of the tourism cluster to the national
economy is considerable and is predicted to become
more important to the economy (as tourism grows and
other sectors decline).
Having recorded increases of 22% and 14% in money
terms between 2003/04 and 2004/05 respectively, the
hotel and restaurant sector is anticipated to generate
further growth after a period of recovery from the coup.
The multiplier impact on retained spending within Fiji
has been calculated by the Reserve Bank at 1.75 (Type I)
tracking the direct and indirect spending streams
through the Fiji economy. This level of multiplier
indicates that tourist spending will generate an
additional $0.75 for Fiji produced products and services
for every $1 spent by visitors to the country.
Economic Contribution Per Tourist
The overall estimate of retained total value added
revenue generated by the full tourism cluster
(accommodation, food & beverages, construction,
transport, activities, shopping etc) is $1069 per tourist
(2005 dollars).
2007-2016
Contributions to Government
Revenues from Tourism
The contribution made to government revenues from
tourism activity is generated from a number of sources.
These include:
• Value Added Tax: 12.5%;
• Hotel Turnover Tax: of 3% on a guests bill;
• Departure Tax: $20 per departing passenger
($25 from January and $40 from May 2007).
• Excise Duty: Rates differ according to the
category of goods;
• Fiscal Duty: Applied on certain categories of
goods manufactured in Fiji;
• Payroll or PAYE Tax: Deductions directly from
salaries and wages of employees (PAYE tax).
The tax rate for income between $8,840 and
$10,000 is 15% and over $10,000 is 25%.
• Company or Corporate Tax: Applied on
business and personal incomes generated
through tourism activity.
The tax revenues generated by international tourism
activity have been analysed across all sectors of the
economy contributing to the tourism product;
accommodation, food & beverage, land and sea
transport, shopping, activities, admission charges etc.
Estimating VAT Paid
The estimation of net VAT received by government is
problematic, FIRCA report VAT received from
company turnover and VAT paid back to companies.
However this includes VAT refunded from VAT paid
on imports. Unfortunately, FIRCA was unable to
provide the VAT paid on imports to enable a
calculation of net VAT. Further, the calculation of net
VAT received from all tourism activity is difficult as it
includes import VAT, turnover VAT from a myriad of
suppliers and service providers which are reported
within a number of sectors in FIRCA’s records system.
The FIHTA survey (see Table 6) provides for an
estimate of net VAT paid by the hotel industry alone of
$40.5 m and the Tourism Satellite Accounts for 1995
estimated $83 m in VAT revenue (36% of VAT
collections).
The estimation of VAT remains problematic, this
estimate is based on 12.5 % of the FJ $416 m collected
by FIRCA in 2005. 12.5% has been selected, as tourism
is 12.5% of the GDP.
The estimate in Table 7 is thus considered grossly
conservative. Given the growth of tourism numbers,
increased spend and inflation since 1995 this figure
could easily be substantially more.
17
 Fiji’s Tourism Development Plan
2007-2016

Overall Tax Estimates Table 6 : Results of FIHTA Members Tax Survey

The overall tax estimates are based on the best available
Rooms in survey 2,565
information for each aspect. The basis for each estimate
is given as a footnote. Table 7 provides an estimate of Total room nights sold 721,410
the various taxes collected by government for a Total room nights surveyed 936,286
“nominal year”. Actual net VAT paid by survey $4,638,118
FIHTA Tax Survey respondents
A survey of Hotels tax paid was undertaken in Estimated Net VAT Paid 2005 by $40,524,729
collaboration with FIHTA in late 2006. The results are all Hotels
based on returns from 18 properties comprising 2565 Actual corporate tax paid by $4,638,118
rooms (or 28% of Fiji's the room stock). These results survey respondents in 2005
Estimated Corporate Tax Paid $12,916,488
are based on calculating a tax paid per room night then
2005 by all Hotels
multiplying this by room nights in Fiji (based on 65%
Actual Payroll Tax Paid by Survey $4,541,351
occupancy). Further as the survey respondents were Respondents in 2005
biased toward larger properties a factor of 80% has been Estimated Payroll Tax Paid 2005 $12,647,009
applied. Results of tax are based on 2005 annual by all Hotels
accounts and June/July/August 2006 HTT. Average HTT paid per room night $9.11
Estimating Tax Revenue Per Tourist $9.11
Given the estimates for a nominal year in Table 7 and Estimated HTT paid by all hotels $9,050,900
based on 550,000 visitors per year, this equates to a tax (annualised based on actuals paid
revenue per visitor of $255. This has been used as the June, July, August)
basis for estimating government revenues for the Estimated Employers FNFP $9,625,648
contributions paid by all hotels.
development scenarios.
• The 1995 estimates of direct tourism value added
The Tourism Sector Multiplier was FJ $265 (10.5% of GDP), which was calculated
The value added multiplier impact on retained spending to have a total economic impact once direct,
within Fiji has been calculated at 1.75 (Type I) tracking indirect and induced multiplier effects were applied
the direct and indirect spending streams through the Fiji of $2300 in the 1995 year.
economy. This level of multiplier indicates that tourist
spending will generate an additional $0.75 for Fiji Growth and Investment
produced products and services for every $1 spent by
visitors to the country. Prospects
In the period January 2005 to November 2006 FTIB
In the analysis the multiplier (1.75) is applied to the approved 932 investment projects worth an estimated
value added portion of visitor expenditure derived from $1.8 billion (including agriculture, forestry, education,
the coefficients established from the TSA system of tourism, energy, financial services, fishing,
accounts. This measure indicates the flow-on effect into manufacturing, mining, real estate, transport,
the Fiji economy of increased international tourist communication and wholesale and retail). Of this,
arrivals. tourism projects accounted for 40% of projects (373),
64% of the project value ($1.1 billion) and 77% of the
Tourism Satellite Accounts forecast jobs (17,327).
The process of developing up to date Tourism Satellite
Accounts for Fiji has commenced and a report based on National Planning Context
1995 has been prepared. The highlights of this are: The National Export Strategy was published by the
• Total tourist expenditure in 1995 was FJ $979m. Government of Fiji in 2006, which identifies tourism as
• Out of the total tourist expenditure FJ $628 m was one of Fiji’s Key Exports and sets a vision of “The Key
spent by international visitors (thus the foreign Aspirational Destination in the Pacific Rim”. It has many
exchange earnings). strategies broadly consistent with this Plan, these meet
• Domestic tourism expenditure was FJ $218 by four objectives:
households, FJ $67 m by government travellers and • Ensure that Fiji develops a unique product position;
FJ $65 by business travellers. • To increase competitiveness on a level playing field;
• Estimated government VAT revenue from tourism • To support and encourage new transport linkages
was $83 m. for domestic and international markets;
• To ensure as well trained and appropriately
educated workforce to support the tourism industry.

18
 Fiji’s Tourism Development Plan
2007-2016

2
Table 7: Estimated Tax Revenue for Nominal Year
3
Hotels Business (Corporate and PAYE)
4
Hotels Corporate Tax $8,653,000
Hotels PAYE Tax $6,186,0005
6
Hotels Other Income Tax $9,555,000
7
Income Tax Refunds -$726,000
8
Hotel Turnover Tax $14,400,000
9
Other Tourism Cluster (Corporate and PAYE)
10
Other Tourism Cluster Corporate Tax $6,000,000
11
International Tourism $10,000,000
12
Non-Hotel Tourism Cluster estimated PAYE tax Paid $8,200,000
VAT
13
Estimated net VAT revenue to government from all tourism related activity $52,000,000
Additional Other Revenue and Non Hotel Tourism Cluster
Departure Tax $22,000,00014
15
Excise Fiscal duty on other Imports $2,000,000
16
Excise and Fiscal Duty on Alcohol $2,200,000
17
Total $140,500,000

2
Nominal year as data sourced from both 2005 and 2006 years (with departure tax based on the May 2007 rate), visitor numbers were
similar, however with the vagaries of inflation and tourism spend between the years, the amalgamation to make the nominal year is an
approximation.
3
Includes the Hotel Sector
4
From FIRCA, actual receipts for 2006, actual figure provided $8,653,140
5
From FIRCA, actual receipts for 2006, actual figure provided $6,185,769
6
From FIRCA based on actual receipts for 2006 (includes dividend and withholding tax), figure provided $9,554,856
7
From FIRCA based on actual refunds paid out for the 2006 year, actual figure provided $725,539. FIRCA reports an outstanding
liability for tax refunds which would affect realised net tax receipts until liability reduced to normal twelve month terms.
8
FIRCA advise $8,390,414 was received June to December 2006, based on a full twelve months this equates to $14.4 m, deemed
reasonable as the seven months includes high and low seasons. The results from the FIHTA survey of $9.11 per room night gives an
estimate for all room nights of $17 m (so $14.4 m is considered conservative).
9
This sector includes other (non-hotel) businesses involved in tourism, restaurants, transport, tour operators, cruises and dive operators,
travel agents, tourism attractions, retail (direct tourism component).
10
STDC estimate, based on corporate tax rate of 31%, the expenditure from the IVS and assuming operating profit of 8% on gross
turnover.
11
STDC estimate, includes Air Pacific, AFL, profit on purchase of duty free goods by transit passengers, corporate tax from cruise
passenger spending, payment for harbour dues and bunkering of cruise ships, profits on yacht charter operations.
12
STDC estimate based on employees, salary and wages based on 2002 Bureau of Statistics data and an assumed average tax rate of
7.5%.
13
The estimation of VAT remains problematic (see discussion in this chapter), this estimate based on 12.5 % of the FJ $416 m collected
by FIRCA in 2005. 12.5% has been selected as tourism is 12.5% of the GDP. NOTE: The FIHTA survey provides an estimate of net
VAT paid by the hotel industry alone of $40.5 m and the Tourism Satellite Accounts for 1995 estimated $83 m in VAT revenue (36% of
VAT collections). As such, this figure is considered conservative.
14
Estimate based on $40 per visitor departure and 550,000 visitors (not does not include departure tax revenue from residents).
15
Estimate of fiscal duty paid at hotel concession rates on building materials, furnishing plus fittings and hotel equipment replacement,
repairs and maintenance supplies etc.
16
The combined fiscal and excise duties levied on imported and domestically produced alcohol assumed at $4 per visitor. This is based
on Bureau of Statistics estimate that 10% of food and beverage spending is on alcohol beverages ($28/person/visit) with a 40% cost of
product to bar price.
17
Rounded (actual total $140,452,703).
19
 Fiji’s Tourism Development Plan
2007-2016

The “One Billion” has never been precisely defined

Towards a Billion Dollar Industry (whether it is expenditure or economic effect).
A stated goal by the tourism industry and government Needless to say, on the basis of expenditure it would
was to have tourism be a “Billion Dollar” Industry by have been exceeded at some point in recent years
2007. The various economic analyses available use (adding in the airfare component of expenditure not
different terms and data, the Tourism Satellite Account included in the $729 m estimate for 2005). On the basis
analysis shows a tourist expenditure of FJ $979 m in of an estimate of the economic contribution tourism
1995 (this is the best estimate of tourism expenditure makes to Fiji’s economy the “One Billion” has been
using UNWTO guidelines). The quoted figure of exceeded even on the basis of a conservative multiplier
tourism expenditure of $729 m for 2005 is based on the and only taking into account direct and indirect effects.
International Visitor Survey which does not collect
information on the air ticket component (but reasonably Once the TSA process is complete for a current year it
accurately determines the actual overseas tourist is likely to show that tourism has well exceeded two
expenditure within Fiji). billion dollars of total economic effect (direct, indirect
and induced) and should tourism grow it will reach a
As such on an expenditure basis, if with 318,495 visitors three billion dollar target!
in 1995 having a total expenditure of $979 million, the
billion dollars has long been surpassed (owing to tourist
numbers growth and inflation).
On an economic basis, two factors are relevant, the
value added economic effect of tourism (the value of
the export, less imports necessary to support the export)
the Tourism Satellite Account process has estimated
$265 million for 1995 and current work estimates $588
million for 2005. Whereas the estimates of total
economic effects vary, with the TSA process estimating
$2,229 million for 1995 (including induced effects),
whereas current work shows $1,278 million (but not
including induced effects and based on a conservative
multiplier).

20
 Fiji’s Tourism Development Plan
2007-2016

Competitive Position
The medium to long term global, Asia Pacific and Fiji tourism outlook is
positive, but not without internal and external challenges. Fiji has remained
ahead of world tourism growth rates for the past 15 years and can continue to
do so in the future. Even as a small fish in a big ocean, Fiji has the
opportunity to ride the wave of global and regional tourism growth.

© Fiji Islands Visitors Bureau

International Competition Globally, international arrivals were up 7% in 2005,

‘Travelers expect nations to compete for their business’ reports
the US Travel and Tourism Advisory Board, it also
notes that disposable income means that vast new
markets are joining the world travel community, that the
number of world class travel destinations is proliferating
and that new technology is giving enhanced access to
information, greater mobility and shared cultural
experiences. That is the new environment that
destination Fiji has to compete with for international
visitor arrivals.
Global Benchmarking
The past 15 years have shown the continued resilience
of international tourism to rebound from a range of
globally significant events which have resulted in
negative impacts on the desire and confidence of people
to travel internationally.
During this period, the UN World Tourism
Organisation advises that international arrivals for all
countries grew approximately 76% from 458 million
(1990) to 808 million (2005). Over this time, destination
Fiji has performed better than the world growth rate
with international visitors into Fiji effectively doubling
from 278,996 in 1990 to 550,000 in 2005.
The World Travel & Tourism Council reports that Fiji
ranks 119 out of 174 countries in terms of international
visitor arrivals, the tourism sector has a strong 17th
ranking for the relative contribution to national
economy and Fiji ranks 35 in terms of its growth
forecast.
following the strong post SARS rebound in 2004
(+27%). At 4% increase, Oceania experienced the
same rate of growth to South East Asia and South Asia.
However the newly emerging South East Asian
destinations of Cambodia, (+44%) Vietnam (16.7%)
and Laos (20%) continued to experience high double
digit rates of annual growth. These destinations are
providing strong competition for South Pacific
destinations from the Australia, New Zealand, North
America, Europe and Northern Asia source markets for
culturally based tourism experiences as well as for
coastal and island resort seekers.
Asia Pacific continues to gain an increased share of
worldwide international visitor arrivals, as evidenced
from the increases between 2000 (16%) and 2005 (19%).
During this period, for the first time, the Asia Pacific
destinations replaced the Americas as the world’s
second largest receiving region for international visitor
arrivals.
Fiji remains the most popular South Pacific island
destination for total international visitors from all
markets into the region, followed by French Polynesia,
New Caledonia, Samoa, Cook Islands, Papua New
Guinea, Vanuatu, Tonga, Solomon Islands, Kiribati,
Nuie and Tuvalu (see Table 8).
For the outbound Australian travel market, (4,754,000
in 2005), Fiji has retained its position as the most
popular South Pacific destination to visit, however it has
been losing its rank amongst all outbound destinations
with the emergence of China, Singapore and Thailand
over the past few years. New Zealand, the UK and the
USA remain the top three destinations for all Australian
outbound travellers, with Indonesia (Bali) clawing back
market share.

21
 Fiji’s Tourism Development Plan
2007-2016

Table 8: Tourist Arrivals: south-pacific.travel Table 9 outlines the market positions of a more
Member Countries extensive set of competitors, it has been developed
Destination 2005 2006 from examination of websites and promotional material.
Cook Islands 87,681 92,082 It would appear that there has been an increase in
Fiji 549,911 545,168 competition from other ‘South Sea’ destinations such as
French Polynesia 208,067 221,549
the Cook Islands which are positioned as more remote
Kiribati 2,833 and untouched in the same way that the Yasawas are
4,147
less developed than Viti Levu. In addition, Tahiti
New Caledonia 100,651 102,198 (French Polynesia) has adopted a more stylish and
Nuie 2,793 ~ upmarket position within the South Seas competitor
Papua New Guinea 69,251 77,730 Islands. The table below shows three different ‘shades’
Samoa 101,807 115,882 of competitor destination for the Australian and New
Solomon Islands 12,228 11,806 Zealand market. Tahiti, Cook Islands and Fiji are South
Tonga 41,862 39,451 Seas romantic relaxing island destinations; Thailand,
Tuvalu 1,089 1,131 Malaysia, Bali and Viet Nam are exotic tropical Asian
Vanuatu 62,082 68,179 destinations that may be either relaxing or adventurous;
TOTAL 1,222,344 1,279,323 and the Gold Coast, Whitsunday’s and Tropical North
Queensland offer more familiar “developed” relaxing
destinations at a range of prices.
It can be expected that even from its larger base, as the
single most important source market, the Australian Clearly, the number and product quality of competitors
outbound traveller growth rates over the next decade for Fiji is increasing and it is recommended that further
will be greater than the rate of annual growth from the positioning research is conducted. One deficiency is a
New Zealand market. lack of life cycle segmentation. The research conducted
by Stollznow Research (2003) does not distinguish the
Almost 200,000 Australians departed Australia for Fiji in couples lifecycle group by age. This is an important
2005, with 146,310 arriving primarily for holiday issue that needs to be examined in future.
purposes. Fiji’s share of the total outbound Australian
holiday purpose of visit market in 2005 was 6.6%. That The populations of Australia and most western
is, a very large 93.4% of the Australian outbound countries are aging and so the relative attraction and
holiday purpose of visit market goes to destinations appropriate position of Fiji to older couples versus
other than Fiji. younger couples needs research.

Fiji is the preferred South Pacific destination for the Research the position of Fiji in Australia and New Zealand by
important New Zealand outbound market. A total of demographic lifecycle groups including older couples and younger
109,006 New Zealanders travelled outbound to Fiji in couples. This is important to take into account trends towards an
2005. aging population in key markets.

Little research is available on the international As an example of the importance of life cycle
competitive position of Fiji. Research conducted by segmentation, the Australian Overseas Arrivals and
Stollznow Research (Australia, 2003, New Zealand Departures statistics for 2005 have been analysed by age
2006) examined Fiji’s position in these markets against group. This indicates that compared to other
Far North Queensland, Gold Coast, Queensland Islands, competitors, Fiji gets proportionally more children (and
Sydney, Melbourne, Vanuatu and Bali (and for the 2006 therefore families) than other destinations.
New Zealand survey Tahiti and Thailand). This
indicated that Fiji performed well as a relaxing place and
where visitors can meet friendly local people in a sun
and sand destination. Fiji is also seen as a romantic
destination in the Australian market. Fiji is second to
the Gold Coast as an aspirational family destination. Fiji
also performs well as a cultural holiday destination.
However, compared to other locations Fiji does not
perform well on attributes such as ‘shopping’, ‘lots to
see and do’ and ‘nightlife’.

22
 Fiji’s Tourism Development Plan
Table 9: Fiji's Competitive Position
Competitor Position
French Polynesia - Stylish - upmarket image –
Tahiti romantic – Icon - Bora Bora
Cook Islands Romantic – remote escape –
sea and sand – exotic culture
Fiji Sea and Sand - exotic culture –
romance – developed
infrastructure
Thailand Sea, sand and rainforest –
tropical – exotic culture – cheap
shopping – silk – relaxing
(south) or adventurous (north)
Malaysia Exotic tropical Asian
destinations like Penang with
high quality beach resorts.
Bali Exotic tropical culture – sea and
sand – relaxing - shopping
Viet Nam Exotic tropical culture –
adventurous - shopping
Gold Coast Sun and sand - mass market -
man-made attractions
Whitsunday’s Greek isles of Australia - island
resorts and sailing
Tropical North Tropical developed destination
Queensland and the Great Barrier Reef
The following table shows Fiji’s strengths, weaknesses,
opportunities and threats as perceived by the FVB
offices in Australia, New Zealand and North America
(in mid 2006).
Table 10: FVB Overseas Offices SWOT Analysis
Strengths Weaknesses
Relaxing destination(All) Overbooking in 2005 (NZ) –
Great weather (All) accommodation capacity in
Friendly people (All) peak season
Good short haul air services Value for money being eroded
(Aust. and NZ) (NZ)
Large visitor numbers allows Perception of poor service
more leverage with wholesalers quality (NZ)
(Aust. And NZ) Lack of nightlife, shopping, and
Unique (mixed race) culture (All) facilities/activities/ built
Unpolluted environment (All) attractions. (All)
Outspent by competitors in
marketing (All)
Opportunities Threats
New 4-5 star accommodation Increased media spend esp. by
and new offerings outside Coral Pacific Islands (i.e. Tahiti).
Coast Increases in media costs erodes
Development of 3 star value for Fiji’s media spend (All)
money accommodation Increased low cost air capacity
Improvement of product outside to competitors (Aust. NZ)
resorts Lower economic growth in NZ
Promotion of off peak travel or Australia
(esp. Aust and NZ) Loss of air access from
Growth of new markets such as USA/Canada/ Japan etc
China, India and potentially
South America.
Overall Fiji has performed well in the past as a friendly,
cultural, sun and sand destination, primarily for
Australian and New Zealand travellers.
2007-2016
Share of Voice
One critical aspect of Fiji’s competitive position is the
media “share of voice” Fiji’s destination level
promotion receives. In New Zealand, in 2003 Fiji had
7% share of media (compared to Australia 39%,
domestic New Zealand 23%, Pacific 4% etc.), whereas
despite spending the same dollars, in 2006 Fiji was only
3% and Pacific 12% (source FVB commissioned market
research).
In Australia, an example of the competitive resources
needing to be applied in the Australian market for
holiday makers seeking similar sun, relaxation,
adventure destination attributes as Fiji, the Queensland
Government has recently announced an A$48 million
package aimed at bringing more tourists to the state and
generating industry investment. The strategy includes
the development of a brand new $6.5 million domestic
marketing campaign to be launched in early 2007. This
will be supplemented with regional destination and
industry marketing dollars.
As at late 2006, and prior to the TAG process, FVB’s
allocated 2007 budget for marketing in Australia was
$2.3 million.
It is vital to recognise that Fiji has significantly lost share of voice
in its major markets over the last five years. This will need to be
addressed for Fiji to recover and achieve anything better than
modest growth.
Global and Regional Forecasts
The 2005 results for worldwide international visitor
arrivals indicate that the actual arrivals for the 10 years
from 1995 are roughly on target at this period (to 2006)
for the UN World Tourism Organization 2020 forecast
of 1.6 billion arrivals, representing an average annual
growth rate of 4.5%.
The WTTC forecasts an annual global tourism growth
rate of 5.6% p.a. between 2007 and 2016. PATA
commissioned forecasting indicates that at varying rates,
it can be expected that all key source markets into Fiji
will grow over the next 3 years at an overall annual
average growth rate of 5.7%. Subject to unforeseen
major international crisis events (described as the ‘new
normal’ for tourism), PATA forecasts (pre coup)
expected that all key source markets into Fiji will grow
to 685,548 international arrivals by 2008.
International visitor arrivals to Asia Pacific in 2005
numbered nearly 330 million trips, representing region-
wide year-on-year growth of 7.6% and a new regional
record. PATA reports that since 2001, Asia Pacific
arrivals have grown at an average annual rate of 6%.
UNWTO expects Asia Pacific to be the world’s fastest
growing tourism region in 2006 with 9% growth in
international arrivals.
23
 Fiji’s Tourism Development Plan
Despite the decline in visitor numbers as a result of the
late 2006 coup, there is no current indication of a drop-
off of demand from any of the top markets for Fiji’s
style of tourism products and no indication that any key
source market will achieve double digit growth rates.
The challenge for Fiji is to increase its share of the
outbound growth it receives from its source markets
given the aggressive competition it faces from
numerous other destinations offering potential visitors
similar attributes.
Based on studies commissioned by PATA, over the next
few years, the primary source markets into Fiji of
Australia and New Zealand are expected to grow at
steady average rates of 5.2% and 6.8% respectively p.a..
A slower growth rate is anticipated out of the USA
market, (3.31%) and, from a smaller base than its
neighbour, Canada is expected to grow at a higher 7.8%
rate p.a., giving an overall North American growth rate
of 4.0%. The UK (4.5% growth rate) and ‘Óther
Europe’ (6% growth rate) markets will remain
important and could grow faster subject to the cost of
around the world and other promotional airfare
structures.
There is a substantial amount of new tourism product
being developed in a number of Asian destinations and
this will exert additional competitive pressures in Fiji’s
target source markets. There may also be new
marketplace opportunities for destination Fiji given that
as a result of the growth spurred by global and regional
integration, almost everyone in developing East Asia
will be living in a middle-income country in a few years,
thus increasing their propensity for international travel.
A World Bank report identifies that East Asia is
witnessing the largest rural-to-urban shift of population
in history. Two million new urban dwellers are expected
in East Asian cities every month for the next 20 years. If
current growth trends prevail, by 2030 East Asia will be
as large in terms of the world economy (43%) as it was
in 1820, around the time that it began a long decline in
global importance.
As both a competitor, and as an opportunity to open
new markets, Fiji needs to continue to monitor the
growth of the East Asia inbound and outbound tourism
sectors.
Key Challenges
Key challenges for Fiji are:
• Increasing share of the outbound growth it receives
from its key source markets given the aggressive
competition it faces from numerous other
destinations either offering potential visitors similar
attributes and/or with much larger destination
marketing budgets to create demand.
2007-2016
• Recognising that a strong, clearly defined
destination brand promise with quality delivery of
product within Fiji is needed to gain competitive
advantage.
• Identifying emerging new markets and market
segments which match product offerings and create
brand awareness.
Regional Competitiveness
The one with the least crises thrives…
Fiji has in recent years recovered from the decline of the
2000 collapse in visitor arrivals, only to have the military
takeover of late 2006 again affect tourist arrival numbers
(and for a longer term yield per tourist owing to the
discounting required to ensure recovery). There is no
doubt the recovery after 2000 is owed to the hard work
and collaboration of the various public and private
elements of the tourism industry who pulled together to
get the marketing and product offering to ‘re-‘ create a
thriving and growing destination.
However it must also be understood that there have
been substantial issues in competitor markets over the
last few years which have reduced demand for some
competitive destinations. These issues include the 9/11
catastrophe, bird flu, SARS, the Bali Bombing and the
Asian tsunami. These all reduced demand for
competitor destinations and enhanced demand for Fiji
(particularly with the Australian and New Zealand
markets).
Recognise Fiji’s recovery from the 2000 coup was based on strong
industry collaboration, competitive product offerings and to some
extent at the expense of crises in other destinations. Further,
recognise that the last year has seen emerging recovery in these
depressed competitors (who are hungry to recover their business).
Lastly, it is important to recognise that there were
events in 2006 which caused some doubt about the
security situation in Fiji in key source markets. Media
coverage of the growing impasse between the
Government and military and ultimately the coup
during 2006 was a factor in the softening of visitor
arrivals throughout 2006. This appears to have been a
more major concern in Australian, New Zealand and
Japan, but also is recorded in travel advisories from
many countries.
A recent survey of 5,000 consumers by PATA/VISA
card, found that travellers are increasingly listening to
travel advisories. When asked what makes you less likely
to visit a destination, the top response (69%) was
Government warnings. This rated slightly ahead of
predictable disincentives to travel such as the perceived
threat of terrorist attacks, 66%, and general safety and
security issues, 62%.
24
 Fiji’s Tourism Development Plan
2007-2016

Recognise that the security/political situation in Fiji remains at The price competitiveness of air tickets would appear to
the forefront of media interest and can cause rapid softening of be on par with other destinations, indeed in some cases
demand for Fiji’s tourism product. more than competitive. However accommodation,
transfers and food and beverage aspects would appear
Ensure foreign embassies and media representatives are kept fully
to be losing their price competitiveness.
aware of the reality on-the-ground of Fiji’s tourism product if
events occur which can produce a negative destination image. Recent research in New Zealand showed that Fiji’s food
and beverage is considered expensive to that market.
Price Competitiveness
There is substantial anecdotal evidence that Fiji’s price Recognise the need to remain competitive and work collaboratively
competitiveness has fallen dramatically in recent years. to ensure Fiji remains price competitive.
Again this appears to have been exacerbated by more Develop better knowledge systems of competitors price offerings and
competitive price offerings by competitive markets in competitiveness of Fiji’s products.
Asia and also in the Pacific.
Review the competitiveness of services, local travel, food and
As an example, Tahiti has been offering packages which beverage.
are price competitive with Fiji for air, accommodation
and transfers. Whilst the meals and other out of pocket
expenses would be likely to be higher in Tahiti than Fiji,
this is not a major decision factor for those customers at
the time they purchase tourism packages.

25
 Fiji’s Tourism Development Plan
Fiji’s Tourism – Charting the
Future
The desired outcome is to plan for the achievement of a growth scenario for
2016 of 1.1 million visitor arrivals and tourism infrastructure including
16,000 rooms.
Tourism – The Opportunity
Awaits
Tourism is a myriad of partnerships between a diverse
range of private sector businesses, the community(ies)
and its government(s). Tourism in Fiji has grown
steadily over the past few years, it has recovered from a
significant decline following the 2000 coup with growth
in visitor numbers and economic contribution and
strong investment in new infrastructure. However, a
number of factors caused a slow down in growth with
the first half of 2006 achieving almost identical visitor
arrivals to the same period in 2005. The factors cited by
the tourism industry include the implementation of the
Hotel Turnover Tax, loss of price competitiveness and
adverse publicity during early 2005. With the Hotel
Turnover Tax the main issue was the uncertainty of its
management (exacerbated by the short prior
notification). It would appear that many wholesalers
deliberately did not promote Fiji and/or were awaiting
further price advice from accommodation businesses in
Fiji. Indeed one major wholesaler appears not to have
listed Fiji for a number of months in early 2006.
The adverse publicity affected key Australian, New
Zealand and United Kingdom markets who are well
aware of the previous coup. The reporting of
controversy between the Defence Commander and the
government and the 2006 election may have been a
contributing factor to the slowdown in visitor arrivals
from these key source markets.
2007-2016
© Fiji Islands Visitors Bureau
The coup in late 2006 has resulted in additional impact
on visitor numbers. On the one hand the travel
advisories and media publicity caused a negative
perception no doubt fuelled by violence and great
community unrest in Tonga and the Solomon’s in
recent years. However, Fiji managed the late 2006 coup
and establishment of the Interim Government without
any major civil disturbance and certainly with minimal
disruption to normal tourism experiences. The
underlying message of the TAG groups “spot the
difference” campaign has been that even following a
coup, the friendly Fijian culture makes Fiji a safe place
to relax. The removal of travel advisories and no civil
disturbances or internationally publicised human rights
abuses could reinforce this image.
Without doubt though, the tourism demand for Fiji
remains volatile and the coup may soften investment.
There are very important messages for the future of
tourism in Fiji:
• The market is quite volatile, to date Fiji is not a
prime aspirational destination in its major source
markets and it must maintain positive market
perceptions of its security to maintain current
numbers, let alone grow.
• The current tourism industry is heavily dependent
upon key wholesalers, this relationship makes the
overall Fiji tourism industry vulnerable to concerns
by a relatively small number of external suppliers.
26
 Fiji’s Tourism Development Plan
2007-2016

Balancing Supply and Demand Aggressive Growth Scenario

As tourism grows, Fiji has a challenge to balance the Lastly an aggressive growth rate has been identified.
supply of tourism accommodation with international air Based on a maximum potential occupancy of 85 percent
capacity. Further there is a need to balance domestic for the potential 16,000 rooms, using the same
transport links, mainly domestic aviation with preferred assumptions as the managed growth scenario above, this
development of the outer island areas. Lastly, there is gives an annual 1.35 million visitors for 2016. This
the need to balance growth in room stock and air equates to an annual growth rate of almost twelve
capacity with a growth in attractions and experiences (it percent. This growth rate is considered an aggressive
is considered that there is a relative lack of growth scenario. It is important to note that whilst the
attractions/experiences in Fiji’s tourism product) as well “scenario” 16,000 rooms at 85 percent occupancy has
as investment to develop the future human resource been used to establish the 1.35 million visitors, it would
needs of a growing industry. be likely that more rooms would be developed owing to
the strong growth in the years prior to 2016 and as such
Fundamental to the above is the need to match the rooms would approximately match growth to achieve a
diversity of tourism product to the potential future 65% occupancy. As such, this Scenario is based on
markets. 19,800 rooms. It should be noted that a constant
average annual growth rate of 12 percent would require
Growth Scenarios and Targets highly favourable circumstances in Fiji, with very strong
Potential Futures economic growth in source markets and no major
Three potential scenarios have been developed for the regional or global events (i.e. this is considered possible,
growth of tourism in Fiji: but not probable, and is subject to many factors beyond
Managed Growth Scenario the control of Fiji).
On the basis of the potential room stock increase to
almost 16,000 by 2016 as set out above, a scenario Managed Growth – Scenario
“target” of 16,000 rooms by 2016 is suggested. On the “Make It Happen”
basis of 2.3 occupants per room, 8 nights average length Under the managed growth scenario, after an annual
of stay and 65 percent accommodation (hotel) growth of nine percent from 2008, in 2016 there will be
occupancy, this equates to 1.1 million visitors per year. 1.1 million visitor arrivals and an average length of stay
This growth is considered a Managed Growth Scenario. of 8 nights. The total gross tourism revenue (not
including the international air travel component) will be
This happens to equate to an almost nine percent $1.485 billion and the annual government tax receipts
growth from 2008-2016 inclusive, a figure forecast by will be $280 million (in 2016). There will be 21,460 new
the UNWTO for international arrivals into the Asia tourism jobs.
Pacific region in 2006 and twice the UNWTO 2020
forecast rate of global tourism growth. It also exceeds Managed Growth Scenario - Key Aspects
the WTTC forecasts an annual growth global rate of Visitors in 2016 1,100,000
5.6% p.a. between 2007 and 2016, noting that Asia Growth 2008-2016 9%
Pacific is expected to grow at a faster rate than the total Hotel Rooms (65% occupancy) 16,900
world. Based on studies commissioned by PATA, up to Average Length of Stay 8 nights
2008, Fiji’s primary source markets of Australia and Average persons per room 2.3
New Zealand are expected to grow at steady rates of Direct Tourism Employment 43,980 (FTE)
5.2% and 6.8% respectively. New Jobs 22,500 (FTE)
Visitor Spend $1.485 bn
Low Growth Scenario Tourism Value Added $1.176 bn
Two additional scenarios for 2016 have been developed, Gross Economic Contribution $2.599 bn
the first is modest growth, with a growth rate Government Tax Receipts (2016) $280 m
approximating the growth over the last twenty years. Increased Government Tax $567 m
Thus a “target” for the scenario would be 750,000 Receipts (2006-2016)18
visitors for 2016. This equates to an annual growth rate Additional accommodation 7800 rooms
of about four percent.

18
Includes a net reduction of tax receipts in 2007 of FJ $12
million (owing to predicted decline in visitor numbers
compared to 2005 and 2006).
27
 Fiji’s Tourism Development Plan
2007-2016

Table 11: Visitor Scenarios and Room Growth

50,000 1,400,000
Total Number of Rooms

45,000 Historical
1,200,000
40,000 Recovery forecast assumes 475,000 arrivals in 2007
and 550,000 in 2008
Low Growth Scenario "Watch it Happen"
35,000 1,000,000
750,000 arrivals in 2016
Managed Growth Scenario "Make It Happen"
30,000 1,100,000 arrivals in 2016
Aggressive Growth Scenario "Dreaming" 800,000
Rooms

1,350,000 arrivals in 2016

25,000

600,000
20,000

15,000 400,000

10,000
200,000
5,000

0 0
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Table 12: Visitors Numbers, Rooms, Jobs and Economics of Scenarios
2006 2016 2016 2016
Low Managed Aggressive
Growth Growth Growth
Total Visitor Arrivals 550,000 750,000 1,100,000 1,350,000
Growth rate from 2008-2016 4% 9% 12%
Average Length of Stay in Nights (persons per room) 8.5 8 (2.3) 8 (2.3) 8 (2.3)
Hotel Rooms 9,070 11,800 16,900 20,600
Rooms Constructed 2007-2016 2,700 7,800 11,500
Direct Tourism Employment (FTE)19 21,400 28,350 43,980 55,74020
Additional Employment 2007-2016 6,900 22,500 34,300
21
Gross Economic Output (using Multiplier) $1,300 m $1,770 m $2,600 m $3,190 m
Gross Tourism Revenue ($ 2005) $743 m $1,012 m $1,485 m $1,822 m
Retained Economic Contribution $588 m $815 m $1,195 m $1,467 m

Annual Contribution to Government Revenues22 $140 m $191 m $280 m $344 m

Total Increase in Government Revenues 2006-2016 $219 m $567 m $799 m

19
Note that this is the tourism employment from the tourism cluster serving overseas visitors and does not include tourism
cluster staff serving domestic visitors.
20
Based on 1995 TSA and 2003 BoS employment surveys. Includes estimation of additional construction jobs.
21
Includes direct and indirect economic contribution from overseas visitors (international not domestic tourism), but not
induced effects.
22
From overseas visitors, does not include domestic tourism.
28
 Fiji’s Tourism Development Plan
A potential target apportionment of origin visitors to
make up the 1.1 million visitor arrivals is shown in
Table 13, this scenario requires almost doubling of
visitor arrivals from the key source markets of Australia,
New Zealand, the UK and Europe, with strong growth
in other existing markets and the creation of at least one
major new emerging market (e.g. China, India or South
America).
Rationale and Likelihood
This scenario is only possible with strong and aggressive
management of tourism growth. This will require
aggressive marketing and promotion, with strong
branding and tactical campaigns. Further, attracting
private investment in tourism room stock, supporting
infrastructure and attractions will require proactive
facilitation, incentives and investment by government.
Provided the strategies set out below are implemented
as a proactive strategy and there is good coordination
between investors, the tourism industry and government
this scenario is considered achievable.
This scenario is considered reasonable in the context of
economic and political stability in source markets and
overall tourism trends (barring any major catastrophic
event which effects global or regional tourism). The
focus on particular targets for each source market will
need to be monitored closely. The diversity of markets
means that, should economic or other conditions in a
particular market change, the targets between source
markets may need to change also.
It must be said that this strategy is unlikely to be
achieved in the event of any further political instability
or security issues in Fiji. Further, strong government
support at a policy and financial level including the
marketing and investment incentives is a precursor to
achieving this scenario.
Outcomes for Fiji
The benefit for Fiji will be an additional 21,460 jobs and
increased government revenue in the order of $280
million per year (by 2016). A total increase in
government revenue of $567 million over the years up
to 2016 could be expected. This is a total increase of
$348 m above the low growth scenario. The tourism
industry will continue to be a major contributor to Fiji’s
economy.
2007-2016
In summary, the managed growth scenario will see
Tourism growth to increase its major contribution to
the economy and significant employer. Government
revenues from tourism could be expected to outstrip the
cost of supporting tourism and result in the ability to
provide other government services and community
benefits (including the areas of Fiji that see little
tourism).
Key Strategies
The Managed Growth Scenario requires just that,
management. It will not happen without a coordinated
effort by the government and industry and at least some
cooperation by the wider community.
To achieve the scenario:
Attractive investment incentives will be needed.
Supporting infrastructure will be required (probably through both
public and private investment).
There will need to be a constant supply of trained staff to work in
the growing tourism industry and existing employees will need up-
skilling.
There will need to be a proactive approvals and investment
facilitation process.
There will need to be a major increase in continually improving,
and rejuvenating the marketing and management of Brand Fiji.
All major existing markets will need to almost double in new
routes established to service the new markets required to achieve
the scenario. Constant monitoring and evaluation or marketing
effectiveness will be required.
There will be appropriate recognition that the tourism resources of
Fiji belong to the common heritage of the Fijians and the Fijian
communities in whose territories where they are situated have
particular rights and obligations to them.
There will need to be additional air capacity on existing routes and
new routes established for the emerging markets.
Many other strategies to proactively manage tourism are required
(including sustainability, risk management, etc.).
29
 Fiji’s Tourism Development Plan
2007-2016

Table 13: 2016 Visitor Arrivals by Origin Markets for Scenarios

Visitor Arrivals by Origin Market Low Managed Aggressive
Australia 255,000 330,000 337,500
New Zealand 127,500 165,000 175,500
United States 105,000 154,000 162,000
United Kingdom 90,000 110,000 135,000
Pacific Islands 37,500 44,000 47,250
Japan 37,500 55,000 81,000
Europe 37,500 44,000 54,000
Canada 22,500 44,000 54,000
Rest of Asia 15,000 11,000 13,500
South Korea 15,000 44,000 54,000
Emerging Market 1 0 66,000 108,000
Emerging Market 2 0 22,000 67,500
Emerging Market 3 0 0 40,500
Others 7,500 11,000 13,500
Total 750,000 1,100,000 1,350,000
A potential target apportionment of origin visitors to
make up the 750,000 visitor arrivals is shown in Table
Low Growth Scenario 13, this scenario requires modest ongoing growth from
“Watch it Happen” existing source markets. It is important to note that as
Under the low growth scenario, after an annual growth outbound tourism from some of the major source
of four percent from 2006, in 2016 there would be markets are predicted to grow at more than four percent,
750,000 visitor arrivals and an average length of stay of this scenario will see Fiji losing market share.
8 nights. The value added economic contribution would
be $802 million and the government tax receipts will be Rationale and Likelihood
$191 m. There will be 7,800 new tourism jobs. This scenario is possible with the ongoing level of
management of tourism. However attracting private
Low Growth Scenario - Key Aspects investment in tourism room stock will become difficult
Visitors in 2016 750,000 as occupancy levels won’t support new investment.
Growth 2008-2016 4%
Hotel Rooms (65% occupancy) 11,800
This scenario is likely unless there is a proactive and
Average Length of Stay 8 nights
coordinated management of tourism growth in Fiji.
Average persons per room 2.3 Outcomes for Fiji
Direct Tourism Employment 28,350 (FTE) The benefit for Fiji will be an additional 7,800 jobs and
New Jobs 6,900 (FTE) increased government revenue in the order of $51
Visitor Spend $1.012 bn million per year (by 2016, compared to 2005). This is a
Tourism Value Added $802 m total of $248 m less than the managed growth scenario.
Gross Economic Contribution $1.772 bn The tourism industry will still be a contributor to Fiji’s
Government Tax Receipts (2016) $191 m economy, but with minimal new hotel rooms the
Increased Government Tax $219 m construction sector is likely to face a slump with
Receipts (2006-2016)23 underutilisation of current established capacity (this will
Additional accommodation 2700 rooms have economic and employment ramifications in this
sector).
The growth of tourism will be less than the outbound
growth from key source markets and Fiji will be losing
market share, hence it is likely that its competitiveness
will suffer as economies of scale decline.

23
Includes a net loss of tax receipts in 2007 of $12 million
(owing to predicted decline in visitor numbers compared to
2005 2006)
30
 Fiji’s Tourism Development Plan
2007-2016

In summary, the low growth scenario will see tourism
continue to be a contributor to the economy and one of
the larger employers. Government revenues from
tourism will remain modest and the cost of supporting
tourism infrastructure may be an impediment to
government’s ability to provide other government
services and community benefits to areas of Fiji that see
little tourism.
Key Strategies
This scenario is potentially achievable within the present
management regime for tourism in terms of marketing
and infrastructure. It is not a do nothing scenario, to do
nothing and remove current levels of management,
marketing and promotion would likely cause a
significant decline. It is more of a “steady as she goes”
scenario, keeping current levels of support and
management in place. However in addition there are
numerous issues which should be addressed to make
tourism more sustainable and contribute to the local
community etc.
Aggressive Growth Scenario
“Dreaming”
Under the aggressive growth scenario, after an annual
growth of twelve percent from 2008, in 2016 there
would be 1,350,000 visitor arrivals and an average length
of stay of 8 nights. The total economic contribution will
be $1,443 million and the government tax receipts will
be $344 m. There will be 31,200 new tourism jobs.
A potential target apportionment of origin visitors to
make up the 750,000 visitor arrivals is shown in Table 5
and Figure 3, this scenario requires major, rapid ongoing
growth from all existing source markets and the creation
of two or three major markets with the same number of
visitors as presently experienced from New Zealand and
the USA. It is important to note that as outbound
tourism from some of the major source markets is
predicted to grow more modest rates that needed for
this scenario, Fiji would have to substantially increase its
markets share in almost all markets.
Rationale and Likelihood
This scenario is only possible with extremely aggressive
management of tourism growth, both attracting private
investment in tourism room stock, supporting
infrastructure, attractions and proactive management
and significant investment by government. Even if the
strategies set out below are implemented as a proactive
strategy and there is good coordination between
investors, the tourism industry and government this
strategy is barely achievable.
This strategy is considered possible in the context of
economic and political stability in source markets and
overall tourism trends (barring any major catastrophic
event which effects global or regional tourism).
However, any depression of the outbound tourism
market from the major source markets will severely
affect the potential for this scenario to be achieved.

Aggressive Growth Scenario - Key Aspects
Visitors in 2016
Growth 2008-2016
Hotel Rooms (65% occupancy)
Average Length of Stay
Average persons per room
Direct Tourism Employment
New Jobs
Visitor Spend
Tourism Value Added
Gross Economic Contribution
Government Tax Receipts (2016)
Increased Government Tax
Receipts (2006-2016)
24
Additional accommodation
Given that this scenario requires growth at a level well
1,350,000
beyond the potential growth in almost all key source
12% markets and three new markets, thus growing market
20,600 share is all key source markets at this rate in the early
8 nights part of the 2007-2016 period is only likely to be
2.3 achieved by significant discounting of product packages.
55,740 (FTE) This could result in lower yields in the accommodation
34,300 (FTE) sector and hence ongoing investment in room stock
$1.823 bn during the period could become less attractive.
$1.443 bn It must be said that this strategy will not be achieved
$3.190 bn unless there is complete stability and no security issues
$344 m through the planning period.
$799 m
On balance, the high growth scenario is considered
11,500 rooms unlikely as it requires major growth and investment,
strong confidence in the market in Fiji’s security, growth
from source markets well beyond their underlying
growth rate (hence major increases in market share will
be required) and lastly, well performing new markets
will be required.

24
Includes a net loss of tax receipts in 2007 of $12 million
( owing to predicted decline in visitor numbers compared to
2005 2006
31
 Fiji’s Tourism Development Plan
Outcomes for Fiji
The benefit for Fiji will be an additional 31,200 jobs and
increased government revenue in the order of $205
million per year (by 2016). A total increase in
government revenue of $799 million over the years up
to 2016 could be expected. This is a total of $580 m
more than the low growth scenario. The tourism
industry would be the major contributor to Fiji’s
economy.
In summary the aggressive growth scenario could see
tourism grow to be the major contributor to the
economy and major employer. Government revenues
from tourism could be expected to outstrip the cost of
supporting tourism and result in the ability to provide
other government services and community benefits
(including to areas of Fiji that see little tourism).
A detailed analysis of the need for infrastructure and
other investment by government to achieve this
scenario has not been undertaken. However it is
reasonable to assume that significant international debt
would need to be incurred by government to support
the growth in infrastructure needed.
Further, the levels of construction to support this
growth may require significant temporary importing of
specialist skilled labour during construction.
Key Strategies
The Aggressive Growth Scenario requires just that,
aggressive management. It will not happen without a
major coordinated effort by government and industry
and at least some cooperation by the wider community.
To achieve the scenario:
Extremely competitive investment incentives will be needed.
Industry coordination of price vs. numbers vs. yield will be required
to avoid discounting resulting in lower yield resulting in reduced
investment in room stock.
Supporting infrastructure will be required (probably through both
public and private investment). Government would need to
proactively provide infrastructure ahead of actual development in
areas to promote the rate of investment.
There will need to be a constant supply of trained staff to work in
the growing tourism industry and existing employees will need up-
skilling.
There will need to be a proactive approvals and investment
facilitation process.
There will need to be a major increase in marketing and the
investment in Brand Fiji. All major existing markets will need to
almost double and new routes established to service the new
markets required to achieve the scenario.
2007-2016
There will need to be additional air capacity on existing routes and
new routes established for the emerging markets.
Many other strategies to proactively manage tourism will be
required (including sustainability, risk management, urban and
regional planning, linkages with other sectors of the economy etc.).
Table 12 shows the detailed break up of predicted tax
revenues for each scenario. Conservative coefficients
have been used and as such these should be considered
realistic to, if anything, an underestimate.
Growth… or Stagnation?
The regional tourism body south-pacific.travel (was
SPTO) reviewed the growth scenarios in early 2007 and
stated:
“Given:
• The events of late 2006;
• FVB’s loss of share of voice through to 2006 due to loss of
real funding and increasing competition; and
• The drastic cut in FVB’s 2007 budget;
the “Aggressive” growth scenario would now seem almost
impossible and might be better removed from the plan altogether.
We would suggest that instead a third scenario of “Stagnation” be
added below the “Low Growth” scenario as this is a far more
likely outcome based on current FVB funding.” (Tony Everitt,
CEO south-pacific.travel)
It is vital to recognise that the fundamentals of a safe a
secure destination, competitive tourism product
offerings, marketing (by FVB, industry and airlines),
investment incentives, facilitated and streamlines
approval process, and training are vital to achieve any
growth in visitors and investment,
To avoid any doubt, without these fundamentals,
stagnation is considered a real possibility. This would
have dire economic and social consequences.
Strategic Direction – Managed
Growth
The Target - 1.1 Million Visitors by 2016
It is proposed that the strategic direction adopted for
the growth of Tourism in Fiji be the Managed Growth
Scenario.
This Tourism Development Plan has been prepared on
the basis of the Managed Growth Scenario being
adopted by Industry, Government and the Community
as the target for tourism.
However the Managed Growth Scenario requires major
ongoing investment and management to be achieved.
32
 Fiji’s Tourism Development Plan
2007-2016

Table 14: Managed Growth Scenario – Key Annual Milestones (2005 Dollars)
Year Visitors Rooms Annual Gross Value Government Increase in Jobs27
@ 65 % Visitor Economic Added Tax Tax
Occupancy25 Spend Output26 Economic Revenue Revenue
Contribution Over 2006
FJ $ m FJ $ m FJ $ m FJ $ m FJ $ m
2006 545,168 9070 $736 $1,288 $583 $139 21,460
2007 500,000 9070 $675 $1,182 $535 $128 -$12 21,460
2008 550,000 9070 $743 $1,300 $588 $140 $1 21,460
2009 599,779 9,593 $810 $1,417 $641 $153 $14 23,840
2010 654,064 10,389 $883 $1,546 $699 $167 $28 26,300
2011 713,262 11,257 $963 $1,685 $762 $182 $43 28,880
2012 777,817 12,203 $1,050 $1,838 $831 $198 $59 30,349
2013 848,216 13,235 $1,145 $2,004 $907 $216 $77 31,570
2014 924,986 14,361 $1,249 $2,186 $989 $236 $97 37,640
2015 1,008,704 15,588 $1,362 $2,384 $1,078 $257 $118 40,690
2016 1,100,000 16,927 $1,485 $2,599 $1,176 $280 $141 43,980
Total $567

Table 15: Key Thresholds (2005 Dollars)

Visitors Rooms Annual Gross Value Government Jobs30
@ 65 % Visitor Economic Added Tax
Occupancy28 Spend Output29 Economic Revenue
Contribution
FJ $ m FJ $ m FJ $ m FJ $ m
500,000 8,130 $675 $1,182 $535 $128 19,231
550,000 8,863 $743 $1,300 $588 $140 21,460
600,000 9,596 $810 $1,418 $641 $153 23,077
650,000 10,329 $878 $1,536 $695 $166 25,000
700,000 11,063 $945 $1,654 $748 $179 26,923
750,000 11,796 $1,013 $1,772 $802 $191 28,350
800,000 12,529 $1,080 $1,890 $855 $204 32,000
900,000 13,995 $1,215 $2,127 $962 $230 36,000
1,000,000 15,461 $1,350 $2,363 $1,069 $255 40,000
1,100,000 16,927 $1,485 $2,599 $1,176 $281 43,980
1,200,000 18,393 $1,620 $2,836 $1,283 $306 50,000
1,300,000 19,859 $1,755 $3,072 $1,390 $332 54,167
1,400,000 21,325 $1,890 $3,308 $1,497 $357 58,333
1,500,000 22,791 $2,025 $3,545 $1,604 $383 62,500

25
Using 8 nights average length of stay, 2.3 persons per room, 365 day year. Assumes domestic demand equates to 800
rooms (last survey daily demand of 657 rooms in 2003). NOTE: at 65% occupancy, no rooms “needed” until visitor
numbers exceed 600,000 (unless average length of stay increases or persons per room decreases).
26
Based on multiplier and includes indirect, but not induced effects.
27
Based on an approximation of 0.039018 staff per annual visitor, includes all tourism cluster but not indirect employment.
28
Using 8 nights average length of stay, 2.3 persons per room, 365 day year. Assumes domestic demand equates to 800
rooms (last survey 657 in 2003).
29
Based on multiplier and includes indirect, but not induced effects.
30
Figures in italics are inferred from the detailed employment estimates developed for each scenario, includes all tourism
cluster but not indirect employment.
33
 Fiji’s Tourism Development Plan
Key Milestones
Given the late 2006 decline in visitor arrivals and the
efforts of TAG it is not possible to predict with any
accuracy the actual level of visitor arrivals in 2007 or
2008 to form a basis for the managed growth. However
a series of milestones have been established.
Table 14 sets out the key milestones for the managed
growth scenario.
Making it Happen
Adopt the Managed Growth Scenario as the target for Fiji’s
tourism development, with a target of 1.1 million visitors staying
at least 8 nights on average by 2016.
Review progress against the key milestones annually and report
against in terms of visitor arrivals, hotel room occupancy and
constructed, air route capacities, training graduates in the previous
year.
At least every three years revise the target scenario based on
progress, the first review should be in late 2008 to determine the
“starting point” in terms of recovery from the late 2006 coup and
reset growth targets for the years leading to 2016.
2007-2016
Threshold Approach
Checking the Progress
For a wide variety of potential reasons (including
external factors) actual visitor numbers may not achieve
the actual annual levels as proposed for the managed
growth scenarios and as such a set of thresholds are
presented in Table 15. It is important to note that these
thresholds are set out in 2005 dollars and if referred to
in future years would need to be adjusted. Further, the
rooms required is quite sensitive to the average length
of stay and the number of persons per room, in the
above figures these are based on averages across all
markets.
Use the thresholds to evaluate the target balance of room stock,
visitor arrivals and training place needs.
Update the thresholds each three years should fundamental
assumptions in these thresholds (such as average length of stay)
change markedly.
34
 Fiji’s Tourism Development Plan
Providing Transportation
Linkages
Growth in air capacity from existing markets and new routes (perhaps with
new carriers) for emerging markets will drive tourism growth. Air, land and sea
linkages will spread tourism throughout Fiji for regional prosperity.
Island Context
As an island nation, remote in the worlds largest ocean,
transportation linkages are critical.
Into Fiji By Air
There are approximately 1.086 million seats available on flights
from various countries to Fiji. The major carriers are Air
Pacific, Air New Zealand, Pacific Blue, Korean Air and
Qantas (by code share with Air Pacific). There are two
International Airports, Nadi and Nausori.
Air linkages for Fiji are shown in Figure 3 and Table 16.
Historical Context
Fiji has benefited historically from being at an air
transport crossroad in the South Pacific – a vast region
with varying levels of infrastructure development which
continue to pose real challenges in providing air
transport services for locals and visitors alike. The need
for trans-Pacific aviation to have strategic waypoints for
aircraft with limited range, meant Fiji became a South
Pacific Island hub. It also served a similar function for
inter-Island shipping services.
Initially, most of the aviation services were provided by
foreign based carriers. Fiji’s tourism industry grew on
the back of this aviation. Over time, Fiji was able to
enter the aviation market and have its designated carrier
fly on routes negotiated bilaterally according to the 1945
Chicago Convention that defined the freedoms of the
air. Winning useable air traffic rights was not an easy
process as incumbent legacy carriers wished to retain
their routes and yield as little traffic to emerging Fiji as
possible (see Figure 3).
In time, improved aircraft technology enabled Pacific
Rim based airlines in metropolitan states to fly non-stop
across the Pacific Ocean (e.g. Sydney to Los Angeles).
The threat to island nations of marginalization that this
imposed gave impetus for them developing their own
airlines to ensure that air services continued to bring in
the tourists who contribute so much to the island
economies - Fiji included.
International Context
Fiji remains a developing nation with an important
tourism sector heavily dependent on air services to
bring visitors to and carry them within the islands of the
destination.
2007-2016
© EcoSustainAbility
The wheels of technological advancement in aviation, as
in other industries, have continued to turn. Fiji is again
well located to take advantage of the even longer range
of current aircraft designs. Its Pacific crossroads status
could well be revived for services linking distant points
in Asia to South America (and to a lesser extent North
America).
The Role of the National Carrier
Air Pacific, majority owned by Fiji’s government, has
steadily grown with the growth of tourism into Fiji over
the last thirty years. Originally a local carrier the
company adopted the name Air Pacific and has been
flying internationally since the 1970’s.
Some smaller Pacific Island states have national carriers
with marginal profitability and in reality need strong
government support to ensure an air linkage for the
country. Not so Fiji, Air Pacific, whilst it has its own
challenges, is a profitable airline with strong prospects
for growth.
It has in past years increased its fleet of aircraft and has
plans for feet expansion and replacement of older
aircraft in the medium term.
Air Pacific’s potential as a viable thriving airline was
recognised by Qantas in 1998 when they increased their
equity to 46%.
A fundamental strategy should be the encouragement and support
for the national carrier, Air Pacific.
However it is suggested that if a route that is required to grow
tourism cannot be developed by Air Pacific, then other carriers
should be offered the opportunity. Encourage code shares to involve
Air Pacific in such an instance.
Core Aviation Principle
Fiji has two interests, firstly its national interest (and
financial) in ensuring the ongoing viability and growth
of its national carrier, Air Pacific and secondly its
national interest in growing tourism arrivals from
traditional and new markets to reap the economic
benefit.
The core principle for Fiji’s international aviation is to ensure long
term viability for the national carrier whilst also allowing access by
other carriers to collectively grow tourism arrivals in existing and
new markets.
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 Fiji’s Tourism Development Plan
2007-2016

Table 16: Airline Seats Into Fiji31

Location Flights/ Seats/ Seats/ Carriers

Week Week Year
Australia
Sydney 16 4,604 239,408 Air Pacific, Pacific Blue
Brisbane 12 2,225 115,700 Air Pacific, Pacific Blue
Melbourne 4 988 51,376 Air Pacific
New Zealand
Auckland 25 4,590 238,680 Air Pacific, Air New Zealand
Christchurch 4 576 29,952 Air Pacific, Air New Zealand
Wellington 2 304 15,808 Air New Zealand
United States (Los Angeles)
United States (Los Angeles) 8 2,962 154,024 Air Pacific, Air New Zealand
Canada
Vancouver, via Honolulu or 3 438 22,776 Air Pacific
Christmas Island
South Korea
Incheon 3 774 40,248 Korean Air
Japan
Narita 3 741 38,532 Air Pacific
Pacific Islands
Tonga (Tongatapu) 5 350 18,200 Air Pacific
Western Samoa (Apia) 3 480 24,960 Air Pacific
Cook Islands (Rarotonga) 1 136 7,072 Air New Zealand
Solomon Islands (Honiara) 3 412 21,424 Air Pacific
Wallis and Futuna (Wallis) 2 292 15,184 Air Calin
New Caledonia (Noumea) 2 292 15,184 Air Calin
Solomon’s (Honiara and Apia) 3 412 21,424 Air Pacific
Vanuatu (Vila) 3 328 17,056 Air Pacific, Air Vanuatu
Kiribati (Tarawa) 2 120 6,240 Air Pacific
Christmas Island 1 118 6,136 Air Pacific
Tuvalu (Funafati) 4 164 8,528 Air Fiji, Air Pacific
Total 105 20,892 1,086,384

NOTE: The above is an amalgamation of a census of air traffic movement (from ATS) in May 2006 and later information provided by airlines (Air Pacific and
Air New Zealand). Aircraft capacity is actual where known or inferred from aircraft type where not specifically known. Some of the estimates are based on
extending the census to an annual figure, this does not take into account seasonal variations with extra or reduced flights, nor changes of aircraft type. The
figures for Port Vila (Vanuatu) and Honiara (Solomon Islands) include a round trip flight, Nadi/Vila/Honiara/Nadi. Total does not add as Christmas Island is
shown twice (as destination and as stopover for Canada and Hawaii).

31
Air Niugini commenced twice weekly flights between Port Moresby and Nadi via Honiara in March 2007, this provides
connections to Hong Kong and Singapore. These flights and the connections are not included in the analysis in the Chapter.
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 Fiji’s Tourism Development Plan
Figure 3: Fiji’s Aviation Links (seats per week)
Market Access
Fiji’s aviation policy sets out that Fiji will continue to
determine traffic rights internationally through bilateral
air service agreements, not via plurilateral agreements as
countries like NZ have entered. That still requires a
series of bilateral agreements to mesh sufficiently to
enable a range of services between several countries.
However, Fiji looks for balanced, fair, and equitable
agreements that are in the best interests of the nation.
Fiji will encourage designated carriers from other
contracting states to fly specified routes before the
Fijian carrier takes up its options (e.g. Korean Airlines).
It also leaves the door open for other foreign carriers
designated in bilaterals to implement similar services on
agreed routes before any Fijian designated carrier
reciprocates. Airline designation is on the basis of time
honoured criteria – substantial ownership, effective
control, and principal place of business guidelines. That
means the designated airline for a contracting state must
be substantially owned by shareholders in that state and
effectively controlled by management located in that
state and that state is the principal place of business for
that airline.
2007-2016
The current policy of negotiating air access through bilateral Air
Services agreements is appropriate, whilst this approach remains
supported by the aviation policies of existing and future source
markets.
International Air Liberalisation – Open Skies
For Fiji’s tourism industry to capitalize on its strategic
location with respect to long-haul aviation, it must have
government support. Tourism policy is interrelated with
aviation policy. Work carried out by UNWTO illustrates
that throughout the world, there is a vital reliance of
tourism on free flowing transport systems: the need for
full and fair access to distribution networks, the
importance of adequate infrastructure and systematic
elimination of barriers to efficient operations.
Government aviation policy provides the framework for
negotiating air service agreements internationally. That
same policy can afford protection for a national asset
such as Air Pacific, and/or it can be used to attract
foreign airlines to boost tourist arrivals in Fiji. The key
for Fiji is to strike the balance in protecting its national
carrier and allowing competition and the establishment
of new routes.
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 Fiji’s Tourism Development Plan
More liberal civil aviation policies have greatly assisted
growth in other countries. Using data from more than
190 destinations, a study on ‘The Economic Impact of
Air Service Liberalisation’(PATA, Boeing et al, 2006)
found that liberalised air service agreements generate
multiple economic benefits, including more jobs, more
travel and tourism and more opportunities for
consumers and carriers. For example, the reports shows
that liberalising just 320 of the world’s 2,000 restrictive
air routes would generate economic value comparable to
the Brazilian economy – by creating 24.1 million full-
time jobs and US$490 billion in additional global wealth.
Liberalisation is said to lead to new and better services
which increases traffic growth which boosts economic
growth which creates more jobs. New routes open up
and these can have dramatic consequences in terms of
the growth in passenger flows, especially if the new
routes tap into rapidly expanding markets such as India
and China. Another feature of more liberal aviation
policies is that the benefits are widely distributed – so
widely in fact that not many persons or organizations
perceive that it is very much in their interests to support
moves towards liberalization of air service agreements.
Traditional ways of viewing relationships tend to blind
stakeholders to alternatives that have potential.
However, the impact on the current services for Fiji and
its national carrier, with the unique position of being a
remote island nation in a big ocean needs to be
considered. The net effect of more liberalised air access
could be to reduce viability on core air routes and hence
it could result in an adverse impact on the nation.
On balance, whilst an open skies policy has benefited
some nations, there is a strong national interest to
ensure certainty in air access and this can only be done
with a thriving national carrier. If a fully open skies
policy were to be adopted this could be threatened.
Aviation Liberalization should be supported at Fiji’s pace – Fiji
is not ready for a full Open Skies approach.
Fiji needs to place priority on the national economy which includes
promoting, not protecting its national carrier.
Foreign carriers should be encouraged to exercise 3rd and 4th
traffic rights even before the Air Pacific is ready or willing to fly
the sector.
2007-2016
Pacific Island Air Service Agreement
A number of Pacific island states would like to see joint
negotiation of air service agreements through an
initiative known as the Pacific Island Air Service
Agreement (PIASA). Much as now happens in the
European Union, air service agreements concluded by
any one EU country automatically apply to the others.
Fiji’s Aviation Policy does not support PIASA as there
are no studies or empirical data which support the
proposal. It would greatly assist some other Pacific
island countries but not necessarily Fiji.
The net result for Fiji from its current aviation policy is
a degree of certainty in the supply of airline seats to
serve the tourism industry on which it is so reliant
economically.
Given the potential impacts on current aviation services
and carrier who supports Fiji and the intangible benefits
to Fiji of a PIASA it would not appear to be in Fiji’s
interests. Given the regional aviation hub provided by
Nadi (and to a lesser extent Nausori), a PIASA without
Fiji’s involvement would not be likely to be successful.
Should moves toward a PIASA strengthen, Fiji should consider
in detail the potential cost/benefit.
Airfare Policy
On the grounds of safeguarding against predatory
pricing, Fiji’s Aviation Policy supports control over
tariffs. A process of filing tariffs and special fare
initiatives for approval by the Fiji Government prior to
public release is a strong inhibitor of airline innovation.
Approval is not usually a quick process. It would also
likely mean that the Government’s interests in its own
carrier may be perceived to affect the consideration.
Fare setting stifles competition. If deemed absolutely
necessary for some good reason, then it needs to apply
equitably to all carriers and all of them would have to
comply with the processes of filing fares for approval.
That process should not be long drawn-out because if
so it will inhibit carriers from responding quickly to
changing market conditions. A few days is all that it
should take if government has been liaising with the
carriers concerned and is in receipt of vital statistics.
That said, predatory pricing is seen as harmful and
destabilizing within the industry and should not be
permitted.
Charter Services
Fiji’s aviation policy encourages charters for tourism,
sporting and other travel. The carriage of freight can
subsidise charters, particularly when they are used in a
program of initial flights to develop an emerging
tourism market.
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 Fiji’s Tourism Development Plan
2007-2016

The use of charters of Fiji or non Fiji registered aircraft to develop The following sections set out potential strategies to
new tourism markets should be supported and as such Fiji’s facilitate this long-haul travel out of existing and new in-
aviation policy should provide for encouragement of charters to bound markets. These strategies should be considered
develop new tourism markets and further, should allow for import and implemented as appropriate throughout the life of
and export freight to be carried on such flights. the Plan.
Growth of Air Capacity Investigate strategies to grow airline seat capacity from existing in-
The following table shows the potential demand by the bound markets, develop efficient routes/linkages from remote
2016 growth scenario of 1.1 million visitor arrivals, per markets for access to Fiji and establish cost competitive links with
target market. Note: The number of flights per market new markets.
is notional and will determined by the number of air
It is important to note that the aviation sector changes
carriers, actual frequency and size of aircraft. Further,
rapidly and the aviation situation is expected to change
markets such as Europe and United Kingdom are
during the life of the plan, constant review to ensure Fiji
carried on a variety of routes (and usually through
optimises opportunities will be required.
source markets such as Australia, Korea and the US).
Review air seat capacity and potential new linkages at least every
Fundamental to the growth in accordance with the
two years and consider strategies for new routes to match potential
managed growth scenario is the need to grow emerging
demand.
markets in the later part of the period 2008-2016. Thus
new markets will potentially need new air routes into Northern Asian Routes
Fiji. Japan-Fiji is flown by Air Pacific (FJ) but not currently
by a Japanese carrier. It can safely be presumed that a
Table 17: Potential Air Services Demand
Japanese carrier can exercise the Japanese 3rd and 4th
Total Pax Seats/Week 767s/ freedom rights under the Japan-Fiji ASA on this route if
Week it wished.
Australia 330,000 6,346 34
New Zealand 165,000 3,173 17
The Tokyo (NRT) waypoint is one of the shortest
available to connect Fiji into Europe, say London
United States 154,000 2,962 16
(LHR). Fiji might encourage code-share with a Japanese
United Kingdom 110,000 2,115 11 carrier for NRT-NAN if the Japanese carrier feeds
Pacific Islands 44,000 846 5 traffic out of UK or other EU origin/destination on a
Japan 55,000 1,058 6 code-share basis. Clearly the Fiji-Japan Air Service
Europe 44,000 846 5 Agreement (ASA) and the UK-Fiji ASA would need to
Canada 44,000 846 5 reflect such an arrangement. Having the Fijian carrier
Rest of Asia 11,000 212 1 penetrate the European market using the FJ designator,
South Korea 44,000 846 5 even on a code-share basis, cannot help but improve the
Emerging 66,000 1,269 7 links with Fiji. In the northern winter, there should be
Market 1 prospects of enticing Japanese and European tourists
Emerging 22,000 423 2 via Japan to include Fiji in their itineraries.
Market 2 There is potential to link to Europe via the current Japan route,
Others 11,000 212 1 this would require third country code sharing and possibly revised
Total 1,100,000 ASA’s with Japan and European destinations serviced by the
NOTE: Seats per week are based on the annual passengers spread code share partner.
over 52 weeks. The flights per week is based on a notional 767
carrying 265 passengers with a seat factor of 70%. Korea-Fiji is flown by Korean Air (KE) and provides
New Linkages Into Fiji by Air
the second shortest pathway to Europe from Fiji via
Aircraft like the Boeing 787 Dreamliner (B787) can fly Seoul (ICN). The Fijian carrier does not, as yet,
in excess of 8,500 nautical miles non-stop, bringing Fiji reciprocate. As in the case for Japan, there is potential
within a range of places as far distant as Sao Paulo in that a code-share could achieve the objective of
Brazil. Routes abound between Asia to the West Coast attracting European travellers with multi-destination
of North America across the Pacific. However, for enticement that includes Fiji especially in the northern
deeper penetration into the USA (without a stop at the winter.
heavily congested west coast), there is an opportunity
for a way point like Fiji. Using Fiji as an intermediate
point, flights out of Australia, Singapore and New
Zealand could reach the third largest city in the USA,
Chicago non-stop from Nadi.

39
 Fiji’s Tourism Development Plan
There is the added attraction of feeding traffic out of
China (Beijing) via Seoul and maybe a code-share Air
Pacific - Korean might be an alternative way to exercise
the Fiji-China bilateral to build numbers to the level
more direct services could be entertained. Korean
Airlines have not to date promoted this concept. Also,
the Hainan Airlines (China) proposed charters from
Beijing and/or Shanghai to Fiji might be a better way to
develop the Chinese market as the arrangement would
not be dependent upon Fifth or Sixth Freedoms.
There is potential to link to Europe and mainland China via the
current Korea route, this would require code sharing and possibly
revised Air Service Agreements with Korea and other countries
serviced by the code share partner(s).
An important aspect for future outbound tourism from
China to Fiji is that Fiji has been accorded Approved
Destination Status (ADS) by the Chinese authorities
(although final requirements have yet to be met). This is
essential before tourist visits can take place.
There is potential for new direct link(s) with China, the potential
demand for Fiji’s tourism product needs to be assessed.
The Hong Kong – Fiji air service agreement would
permit direct flights by the Fijian designated carrier
assuming the usual exchange of 3rd and 4th freedom
traffic rights.
There is apparently interest being shown by Cathay
Pacific, to fly to and beyond Fiji. That would require the
relevant Air Service Agreement’s between Hong Kong
and whatever beyond points Cathay Pacific seeks, if
those aspirations are to be realized. This could be
desirable if it included a South American link.
There is potential for a direct link with Hong Kong, possibly by a
new carrier to Fiji (with the potential for Air Pacific to code
share).
2007-2016
Figure 4: Potential Long Haul Routes Across the
Pacific
Star and One-World Alliances
The role of airline alliances in setting ticket pricing and
creating routes for long haul travellers to Fiji,
particularly from Europe is vital.
The current backpacker market, which is often on a
round the world ticket constructed through these
alliances (rather than on one airline) relies on these
ticketing offers allowing Fiji as a stop.
Recognise the importance of the global airline alliances to long haul
linkages from Europe. Ensure global ticketing options and
alliance rules are reviewed regularly and work with relevant local
alliance partners (Air Pacific and Air New Zealand) to
maximise the benefits of these alliances.
Air New Zealand is a member of Star Alliance and
provides linkages Auckland – Hong Kong – London
and London – Los Angeles – Auckland with some
flights Los Angeles – Nadi- Auckland. With appropriate
fare systems on the airline and with Star Alliance partner
airlines, it should be possible to boost long-haul tourists
from Europe to Fiji incorporating NZ en route. Note
that Air New Zealand also offer flights to Rarotonga
and this could be offered with Fiji in a Pacific package.
Air NZ is clearly preparing to service more destinations
via Hong Kong as it ceased its Singapore services in
2006. How this might be an opportunity for Fiji is
unclear.
The vital role Star Alliance and consequently Air New Zealand
play in ensuring Fiji is an allowed stop over for the round the
world market out of Europe (mainly backpackers) should be
recognised and supported however possible.
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 Fiji’s Tourism Development Plan
There maybe scope for another Star Alliance carrier,
Singapore Airlines could be allowed entry to Fiji with
beyond rights to USA, preferably excluding Los Angeles
which is served by Air Pacific but open to any other
point with a preference for direct service to the USA’s
third largest city, Chicago. Singapore Airlines has long
sought, unsuccessfully, beyond rights from Australia to
the USA. They may see Singapore – Nadi – Chicago as a
useful foot in the door. Better still from Singapore
Airlines perspective would be to continue one of their
services out of Sydney via Nadi to Chicago.
There is the potential for a Singapore Airlines link into Fiji. Any
such arrangement needs the Air Service Agreements with USA
and Singapore to permit these flights (also Australia if an
Australian point is used) and these should be explored vigorously.
The One-World Alliance includes Qantas. Air Pacific is
Qantas’s code-share partner for Pacific Island services
for Australia and NZ. In a similar fashion to the above,
the One-World Alliance can put together attractive
round-the world connections that can include Fiji.
Active promotion of the feed traffic from beyond the
Australian or USA gateway is needed to harvest these
potential tourists. The One-World relationship, through
code-share with Qantas (without Air Pacific being a
member airline) has served Fiji well and could be
worked harder. No change in the ASA with Australia
would seem necessary. Unlike the round-the-world
service introduced in October 2006 by Air New Zealand,
the One-World Alliance requires other carriers to link
their services.
The vital role the One World Alliance and consequently Air
Pacific’s code share partner Qantas play in ensuring Fiji is an
allowed stop over for the round the world market out of Europe
(mainly backpackers) should be recognised and supported however
possible. This is particularly important as a number of airlines in
the Alliance are needed to create an integrated round the world
ticket for long haul backpackers.
Figure 5: Fiji - Europe
NO DIRECT SERVICE CURRENTLY BETWEEN FIJI AND HONG KONG
LONDON
LOS ANGELES
SEOUL
TOKYO
HONG KONG
GUAM
NADI
AUCKLAND
2007-2016
North American Market Penetration
There is need to increase the penetration of the North
American markets beyond the two existing gateways of
Los Angeles (LAX) and Vancouver (YVR) that are now
served by Air Pacific. Air Pacific code-shares with
American Airlines on the Los Angeles service and
American Airlines is a member of the One-World
alliance. However, there do not appear to be big
numbers of passengers being fed by American Airlines
into the South Pacific to Fiji. This is an area for
investigation and further promotional effort.
Recognise the importance of the North American market to
growth of tourism in Fiji and provide airlines with strong
marketing support to ensure the routes build to viability and
ultimately prosper.
The Singapore Hub
The sector Nadi-Singapore-Nadi is not serviced at
present. Singapore offers very liberal “Open Skies” air
service agreements. Singapore Airlines is in the Star
Alliance group, whereas Air Pacific (is by default
through code share with Qantas) associated with the
One-World Alliance. That relationship could make
code-share difficult between Air Pacific and Singapore
Airlines. Singapore Airlines would most likely want
beyond rights, before it would come on the route. The
beyond rights to USA, other than Los Angeles, for the
Singapore carrier could be attractive. Air Pacific as yet,
has not chosen to exercise 3rd and 4th freedom rights
Fiji-Singapore.
Another possibility is the route Nadi-Cairns-Singapore.
Whilst many see Cairns as competition for Fiji, in the
long-haul market, a “two for the price of one” approach
might be worth promoting. Cairns recently lost its direct
connection to Singapore. Air Pacific’s aircraft would
have the capability of non-stop Nadi-Singapore-Nadi.
Fiji has beyond rights to two points in its ASA with
Australia but its designated carrier, Air Pacific, has not
taken up those rights as yet. It might see value in
extending over Brisbane to Singapore in due course.
Figure 6: Middle East, South America and Fiji
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 Fiji’s Tourism Development Plan
Air New Zealand dropped out of the NZ-Singapore
market in October 2006 as a consequence of its
revamped long-haul strategy using Hong Kong for
flights to London and commencing flights to Shanghai
in November 2006. They intend to focus on four
markets – UK, USA, Japan and North Asia. That may
mean New Zealand would not be concerned if Air
Pacific uplifted passengers in Singapore and took them
via Fiji to NZ.
If Air Pacific does not exercise rights between Fiji and
Singapore, and Singapore Airlines does not develop the
link, then the question of encouraging another airline
such as Emirates to fly Dubai-Singapore-Nadi could be
considered. For that service to happen, one could
expect Emirates to require beyond rights from Fiji.
Maybe a direct link to a South American destination
becomes a possibility should Emirates want to develop
a round-the-world service.
What would a connection, either direct or indirect, with
Singapore achieve that would be of benefit to Fiji?
Singapore is an acknowledged major hub airport. A link
with Singapore would open up many potential sources
of tourists that, when concatenated at Singapore, might
yield sufficient custom to warrant introducing flights.
One of the significant feeder links through Singapore
could be flights from India with just one transfer at the
Singapore hub. The Indian market can be expected to
grow with the expansion of the Indian economy.
Recognise the potential opportunity with links to Europe, India
and Asia that Singapore provides and investigate mechanisms for
developing a direct link Singapore Nadi.
Additional beyond rights could be granted the carrier on any route
to points in South America. Singapore would have to obtain the
rights for the point or points in whatever South American country
it wished to serve over Nadi.
Overnight out of Eastern Australia
Sydney Airport is under night curfew. That means
airlines flying eastbound into Australia and Sydney in
particular, either have to stop on the ground overnight
or get in and out before Sydney Airport’s curfew cuts in.
That makes continuation of eastbound services to NZ
very attractive as they can cross the Tasman Sea and
return as Sydney airport reopens for traffic in the
morning, making money in the process rather than
simply paying parking charges at Sydney Airport.
Emirate Airlines does just that. An alternative or
addition could be a return trip to Fiji if Fiji entered into
and sought amendment of the requisite air service
agreements. It would mean further competition from a
top class carrier for Fiji’s national carrier.
2007-2016
Emirates has one service which does not extend beyond
the Australian East Coast. It provides a second daily
service to Melbourne (via Singapore), where it
terminates. Consequently, it has a turnaround ground
time of 19 hours in Melbourne where the aircraft is idle.
Potentially, this service could carry on to Nadi.
Emirate Airlines would be fiercely competitive and to
encourage them to enter the Fiji market would need
careful consideration. The national benefit from the
additional tourists Emirate Airlines could generate,
rather than simple dilution of Air Pacific’s 3rd and 4th
freedom share, this would need to be assessed. Emirate
Airlines has built a sizeable share (10%) of the Trans-
Tasman market in a short time and ranks third behind
Qantas and Air New Zealand in that market. There is
an opportunity for them to create a middle east, Pacific,
South American round the world route not presently
available (see Figure 6).
Singapore Airlines also has idle capacity overnight in
Sydney.
These options could allow a southern hemisphere round
the world route, not presently offered (see Figure 7).
Figure 7: Southern Hemisphere Round the World
Route
The route opens up substantial business/trade
opportunities with the convenient access the service
provides via Singapore onto their vast network around
Europe, Middle East, Africa, and Asia. Ethnic Fijian
Indians would be provided with a wide range of flexible
options through Singapore onto various ancestral points
in India and Pakistan. Fijian Muslims could connect
through Singapore onto Jeddah flights for religious
pilgrimages.
Recognise the potential opportunity with links to Europe, India
and Asia that Singapore provides and investigate mechanisms for
developing an indirect link from Singapore via an Australian port
using Aircraft idle time caused by the Sydney Airport curfew.
Consider the competition aspects within the Australia-Fiji market
and the consequent implications for the national carrier versus the
benefit of a greater link into Asia.
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 Fiji’s Tourism Development Plan
Capacity out of Australia
Constantly growing air capacity out of Australia (and New
Zealand) is fundamental to achieving the desired managed growth
scenario.
Low-cost Carriers out of Australia and New
Zealand
Low-cost no-frills carriers have developed services in
the Australia-New Zealand market that have extended
to several Pacific Island States including Fiji. Some of
these carriers are “carriers within carriers” (CWC) such
as Freedom Air introduced by Air New Zealand, Jetstar
introduced by Qantas, and the independent carriers
under the Virgin umbrella, such as Virgin Pacific and
Pacific Blue.
These carriers are good at developing services out of
secondary airports. They cater for the budget traveller
and appear to increase potential market size by
encouraging a “flying holiday” for those who would
otherwise not afford it.
Air New Zealand’s Freedom Air operated to Fiji briefly
(including from the smaller ports of Palmerston and
Dunedin) but suspended services in 2006. Virgin Blue
has been seemingly successful in its entry to Fiji, with its
Brisbane and Sydney routes thriving, it withdrew a
Melbourne route after low yields.
In Australia, potential additional links that may be
attractive to a low cost carrier would be Newcastle and
Canberra. On a limited basis, there have been
international flights between Canberra and the Pacific
Islands. Canberra is gearing to become a fully
operational international airport. It can be very cold in
Canberra and a winter escape to Fiji is an exotic
international alternative to Queensland.
Low cost carriers, particularly out of Australia and New Zealand
have the potential to grow the market and serve additional ports
from these destinations. Whilst considering the competitive impacts
on Air Pacific, they should be encouraged and supported.
Intra-Pacific Islands
The time when Fiji was the only hub airport for other
neighbouring Pacific Islands is long gone. Each one of
these countries aspired to reach the goal of having their
own direct services to source markets for tourists. For
instance, Samoa, Tonga and Cook Islands all have trans-
Pacific jet-capable airports and Samoa and Cook Islands
enjoy links to North America as well as Australia and
New Zealand.
Solomon Islands at Honiara is not well served with
international connections, but it is a long way from Nadi
and easier to use Brisbane for a number of long-haul
international connections.
2007-2016
Intra-island east-west connections in the South Pacific
are thin routes and served infrequently. They are poorly
coordinated to provide surety of travel for tourists who
wish to combine time in several island states on the one
round trip.
Air Niugini recently commenced twice weekly flights
between Port Moresby and Nadi via Honiara.
Air Pacific is developing a regional capacity with Pacific
Sun who will initially operate services to Tonga, Tuvalu
and Port Vila and other points such as Wallis & Futuna,
and Rotuma in the future. Pacific Sun’s intended use of
ATR42 aircraft on Regional routes flying has less freight
capacity than available with B737 variants.
Whilst not a critical strategy for growth of tourism into Fiji, east
west connections to nearby Pacific neighbours would augment the
Pacific tourism product and most likely have a net benefit to Fiji’s
tourism.
Fiji should seek cooperatively with other airlines the construction of
attractive air fares which include Fiji as a stopover destination for
round-the world travellers.
Assist the expansion in fly-cruise markets for cruises wholly
within the Fiji Island group, by providing landing pontoons
and/or jetties at key positions. The management of cruise ship
companies is interested in visiting more destinations to offer variety
of experience for their passengers.
Airport Facilities and Border Control
Fiji needs to be up with the best in the world for speed
and efficiency in processing inbound visitors. Key
performance criteria should include objectives to have
cleared all arrivals through Immigration and Customs
within 60 minutes or less of the aircraft opening its
doors. Queues of any length and time delay are
indicative of lack of processing capacity. For Fiji, this
means late hours of work for civil servants who must
process arrivals that pass through outside normal office
hours.
Fiji can benchmark itself against the performance
achieved by airports in rival destinations. It should be a
feature that can be used in promotional marketing in a
way that still reassures travellers that the necessary
security systems are effective and that Fiji is not an easy
door to slip through en route to other places
Nadi airport is presently incapable of handling two wide
body aircraft at once. It is likely that with the growth in
air capacity needed to support the Managed Growth
Scenario, significant upgrades in capacity will be
required. Owing to various scheduling constraints Air
Pacific alone may have five wide body aircraft on the
ground at once from 2011. This congestion is owing to
the available slots and curfew applicable on some
sectors.
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 Fiji’s Tourism Development Plan
Substantial upgrading of capacity of Nadi airport will be required
to facilitate growth in air capacity to met the managed growth
scenario.
Into Fiji By Sea
Short Stay Cruise Ships
International cruise ships provide a link for short stay
cruise ship passengers, strategies for this market and
hence transport link are elsewhere in this Plan.
Regional Shipping
Regional shipping to neighbouring ports can provide
some very modest tranport links for the very intrepid
traveller. It is assumed that visitors using this method
are minimal.
However, regional shipping, particularly from Australia
and New Zealand, provides a vital lifeline for supplies
of many materials for construction and operation of
tourism in Fiji.
Ensure port facilities, customs clearance and maritime laws
provide for adequate capacity for importing vital materials for
tourism operation and development.
Yachts
Being the main hub in the Pacific, Fiji is visited by most
yachts sailing across the Pacific from the Americas to
the west and also by yachts on seasonal or longer visits
from Australia and New Zealand.
With just over 500 yachts visiting in 2005, they account
for about 1000-2000 annual visitors to Fiji. A reasonably
small number. Strategies to manage yacht tourism are
within the Product Diversity chapter.
Within Fiji By Air
Domestic Aviation
Fiji’s burgeoning tourist industry, built initially around
the Nadi airport facility, cannot advance comfortably
without attention being given to the linkage between
that principal gateway airport and the domestic airports
(Figure 7). Well conceived intentions to spread tourism
growth to other areas in Fiji as part of regional
development policies, especially the North, requires
commensurate improvements in the aviation
infrastructure within the domestic aviation system.
The Fiji Government sets maximum prices for domestic
flights but Airline companies can charge lower than that.
There are a number of deregulated routes (trunk routes):
Nadi – Suva, Suva – Labasa, Labasa – Nadi (for these
routes it is entirely upon the airline and the market
forces to determine prices). There are eight subsidized
routes which are essentially uneconomical routes, to
Rotuma, Lakeba, Vanua Balavu, Cicia, Gau, Koro, Ono
I Lau, Moala with one service per week (subsidized),
supplementary flights are allowed when there is demand.
2007-2016
Impacts of Changing Size of Aircraft
For international travellers, every change of aircraft,
especially involving downsizing (gauge change) acts as a
disincentive to travellers especially if it involves
excessive idle time waiting between flights. Indirect
routing likewise inhibits. When travellers close in on a
destination after long-haul flights, they are keen to
conclude the journey and to become established at their
chosen destination – not detour via multiple way-points
as other passengers are serviced at intermediate
locations.
Facilitation Ideals
For the best connectivity between international and
domestic air flights the following facilitation factors
should be goals for performance.
• Keep wait times to under two hours for international inbound
connection onto domestic flights;
• Apply domestic schedules such that passengers arrive at
gateway hub airport no more than 3 hrs before departure on
international flights;
• Allow domestic schedules that are the primary connectors
to/from international flights flexibility when connecting with
inbound international flights;
• Have sufficient capacity to move groups without splitting
party; and
• Have sufficient capacity to assemble/disperse passengers
from/to domestic airports within timeframes stated in (a) and
(b) above.
Difficulties in Applying the Ideals
It is not easy to apply these connections in the manner
set out above. If domestic flights cannot operate at
night into final destination domestic airports or from
those same airports to connect with international
departures at night, the integration with international
flights is compromised.
With domestic flights serving tourist arrivals and
domestic passengers, any schedule delays to
accommodate late arriving international flights, impacts
adversely on domestic passengers.
The aircraft types that can be used on many domestic
routes are small because of the airports they use.
Therefore, if the size of party arriving is more than the
seat capacity of the aircraft they have to use for the
domestic connection, parties will inevitably be split
between flights.
Daylight Hours
Fiji has two airports that have night landing facilities,
the major international airport at Nadi (NAN) and the
secondary regional international airport at Nausori
(NSI). The lack of night operational capability at any
other domestic airport places severe limitations on
access to the locations served by those airports, and on
the costs of operations for the domestic level carriers.
44
 Fiji’s Tourism Development Plan
There is a limitation to daylight operations for flights
from domestic airports because they have to be at a
given altitude before “last light” is declared even when
they are connecting to either Nausori or Nadi for a
night landing. It means lower productivity in aircraft use,
and schedules that are not ideal for connection to
outbound international flights that depart in the late
evening on trans-Pacific flights. In effect, flights out of
places like Taveuni, Labasa and Savusavu, and other
outer islands need to be airborne by around 3:30pm in
winter months.
Many inbound international flights, because of wider
network factors, arrive in Fiji in the hours of darkness,
or too late in the afternoon for any domestic connecting
flights to uplift passengers travelling to other islands in
the Fiji group. That imposes an overnight stay in the
vicinity of the international airport through which
visitors arrive. The lack of domestic night flying can
take two days out of a visitor’s one week holiday. For
many visitors, that is too much “dead time”.
Effect of Weather
Furthermore, maintaining timetabled schedules is
difficult when aircraft are operating out of marginal
airports, and are subject to changeable weather
conditions. This means visitors are wise not to leave
their connections to the last scheduled flight. The
uncertainty of access is a major inhibitor for distributing
tourism to many potential destinations away from Viti
Levu in the Fiji group, even to the second biggest island,
Vanua Levu.
CAAFI Concerns
There are safety issues that CAAFI note related to
terrain conditions, vegetation (trees) and buildings and
limited parking apron areas that restrict operations
which means only one aircraft can be parked on the
ground at a particular airstrip at any one time.
Aircraft Positioning
Neither Air Fiji or Pacific Sun, position aircraft
deliberately overnight at outer island destinations in
order to commence daily operations with flights into
Nadi or Nausori. Those airstrips do not have hanger
facilities. The service base for these aircraft is at one or
other of the main airports and maintenance is scheduled
for overnight when flying ceases for the day.
Choice of Aircraft – Frequency of Service
Previous studies by the Ambidji Group on airport
facilities in Fiji concur that the design aircraft for the
next tier down from the B737 should be DASH-8
capable which will also allow use of the ATR42. The
deployment of these aircraft to a point or points in the
North will help alleviate the problems of baggage and
size of party. However, night operations at airports in
the North are critical for best utilization of these aircraft
to meet tourism demands.
2007-2016
Volume of business and choice of aircraft type and
schedule frequency are closely inter-linked. Too few
passengers tend to be reflected in infrequent schedules
of aircraft of sufficient size to overcome the baggage
issues. Use of smaller aircraft that can operate out of
limited facility domestic airports, tends to split travel
parties and their baggage and may mean a large
proportion of travellers must be serviced outside the
desirable timeframes for connection with international
flights.
The Twin Otter and the Britton Norman Islander
aircraft are the main domestic aircraft types currently
servicing the small airstrips. The much faster
Bandierante aircraft needs longer runways and can only
serve the larger domestic strips and then often must be
weight restricted (less seats sold). Even the smaller
aircraft can be weight restricted because they need to
carry sufficient fuel out and back as there is no regular
refuelling facility at many airstrips.
The bigger the aircraft used domestically, the higher the
standard of airport facilities required, and if frequency is
an issue, there has to be sustained demand to warrant
use of these larger planes. Strength of runway and apron
parking become progressively more important as larger
aircraft are used.
Lack of frequency is a major inhibitor of travel. It is as
true for aviation as it is for metropolitan bus services.
Destinations served by few flights per day or per week,
miss out on tourists and business travellers. Seldom do
tourists relish being location-bounded with no escape
for many days before they can depart. Business
travellers look for connections that allow them to
conduct one or two days of business and then move on
to the next destination to repeat the process.
Certainty of Travel – Firm Bookings
Flight bookings should be confirmable and paid for
virtually instantaneously. This demands adoption of
electronic booking systems and credit card transactions
that can be used by agents and individuals via Internet
sessions. Delays in obtaining confirmation are a primary
inhibitor of travel to destinations that cannot provide
quickly, certainty of travel.
It has to be possible for clients to access booking
systems and to integrate their travel using different
carriers, either personally, or via an agent, or directly
with the carriers concerned. That means that small
domestic carriers have to adopt booking systems that
are electronically integrated with the major carriers that
they feed traffic to and from.
45
 Fiji’s Tourism Development Plan
The domestic schedules adjustment to match demand
and supply, should not, in the first instance, be those
flights closely involved in feed traffic for the
international carriers. A “bumped” tourist goes home
and recounts their discomforts to friends and colleagues
leaving little scope for their Fiji hosts to counter that
poor publicity. On the other hand, domestic clientele
are close at hand and can be contacted to smooth hurt
feelings.
Competition and Commercial Relationships
The question has been raised as to whether Fiji needs or
should have two vigorously competing domestic
carriers? The debate is fuelled by the on-going problems
in 2006 of delays experienced by many travellers flying
with Air Fiji in particular. This has been exacerbated by
the delays Air Fiji have had in introducing larger aircraft.
Air Pacific has recently launched a subsidiary “Pacific
Sun”, in order to integrate their international and
domestic operations bases. There is ongoing legal action
brought by Air Fiji but the two airlines have been
operating since early 2007.
For the two domestic carriers to compete head-to-head,
and be financially viable, they need to bring to the
competitive skies sufficient capital backing, business
acumen, operational agility and deployment of
appropriate aircraft. They have to be “smart” operators,
employ dedicated and skilled staff, and engender
confidence in their clientele.
Key Strategies for Domestic Aviation
The proposed strategic direction for domestic aviation links to
support tourism and regional prosperity are:
• Ideally DASH-8 standard airports and efficient and
regular (at least daily) services of DASH-8 equivalent
aircraft between Nadi and Nausori, Labasa and
Savusavu. (Note: services between Nausori and Labasa
and Savusavu are likely to remain Twin Otter/Y12)
• Efficient and regular at least daily services of Twin
Otter/Y12 equivalent aircraft between Nadi (and
Nausori), Matei (Taveuni) and Kadavu.
• Increasing services to other Twin Otter/Y12 capable
airstrips through Fiji.
A thorough review of performance of domestic air services should
be undertaken, including benchmarking against international
performance standards for safety and reliability, booking systems,
handling of schedule changes, fit out of planes, luggage and freight
handling. Minimum standards should be mandated.
An effective gateway to the North needs to be established. A
comprehensive airport engineering study should be undertaken as a
high priority, reviewing the potential for Savusavu to be extended
to suit DASH-8 for day operations and the practicality of
making Labasa night capable for DASH-8.
Figure 8: Domestic Air Routes (One way seats per week)
2007-2016
Recognise the value of the recently introduced ATR 42 flights by
Pacific Sun to Labasa to grow tourism in the north of Vanua
Levu. Recognise that the present tourism hub and potential for
immediate tourism growth in Vanua Levu is Savusavu and that
it is vital that an efficient air link with increasing capacity is
provided:
• In the short term upgrade the runway and apron to
accommodate three Twin Otter/ Y12 planes at once. Not
vital but an upgraded terminal would be desirable.
• If investigations show Savusavu can be upgraded to DASH-
8 standard, the aim should be to achieve this by 2010.
• In the event that Savusavu cannot be upgraded to DASH-8
standard, develop a longer term approach with the domestic
airlines for increasing capacity of an efficient air link either
increasing flights with Twin Otter or similar to Savusavu or
using Labasa and a ground link.
NOTE: Relying on road transport from Labasa to Savusavu,
after a domestic flight Nadi-Labasa will significantly stifle growth
in Savusavu.
If it is possible to upgrade Savusavu airport for daytime operations
up to DASH-8, either AFL should do the upgrade or it should
be offered as a public private partnership.
The strip at Matei needs the removal of coconut trees
that are too close to the alignment of the runway. Also,
the aircraft parking apron needs to be moved further
away from the runway and needs enlarging to
accommodate at least two Twin Otter aircraft on the
ground at the same time.
In the medium term upgrade Matei to be safer for Twin Otter day
light operations and further, consider an upgrade if possible, to
make Matei night operations capable for Twin Otter.
In the medium term, undertake an engineering study to review the
capacity to make Matei airport DASH-8 capable for daylight
operations.
Kadavu runway needs some minor upgrading for safety,
involving a larger apron and it is understood that the
terminal needs to be relocated.
Additional transport should be facilitated for outer
island destinations.
In the long term, progressively construct other small Twin Otter
capable domestic airports that will facilitate air access for
appropriate sustainable tourism in the outer islands.
46
Fiji’s Tourism Development Plan
2007-2016

47
 Fiji’s Tourism Development Plan
Within Fiji By Sea
In some cases there are alternative modes of transport
that could assist spread tourists. Fast catamaran vessels
could be one way to augment air services for the North
and it is a recommendation of this report that such
services be investigated. The North is being given much
emphasis in the overall tourism plan. Accordingly, there
is a need to look at all forms of transport connections.
Fast Ferry Services
The recent introduction of a fast catamaran ferry service
between Lautoka and Savusavu appear to open up a
good linkage which should be supported and
encouraged. It is likely to meet some of the need for
access to the marine activity developments that are
planned for that area. It would be complimentary to the
improved aviation services, and should take precedence
over the improvements to the lengthening of the airport
at Savusavu.
The fast ferry services from Denarau to the Mamanucas
and Yasawas is the lifeline for these thriving tourism
destinations.
Support the recent introduction of fast catamaran link Lautoka-
Savusavu. Support the crucial role of the Mamanucas and
Yasawas Passenger ferries and encourage the establishment of
other ferry services to provide such links (e.g. around and/or to
Kadavu).
Implement duty concessions to enable import of new tourism vessels
which provide ferry services to encourage regional prosperity.
Coastal and Island Freight and Passenger
Vessels
As a nation comprising over 300 islands, Fiji had a
network of coastal and inter island shipping with both
freight and passenger functions.
2007-2016
A few intrepid tourists use these vessels for transport
between islands, probably the most used is the link to
Levuka, although some tourists do use ships from
Ellington Wharf to Vanua Levu and also to Taveuni.
The key role in this shipping is the transport of freight.
Recognise that critical role inter-island shipping play in achieving
regional prosperity and support it as required..
Within Fiji By Land
Fiji is well served by a network of roads, however, the
condition of many of the coastal and inland unpaved
roads – especially after heavy rain – detracts from
opportunities to further spread the net benefits of
visitor access and expenditure. Almost all roads
currently regularly used for tourism and most roads into
potential new tourism regions could benefit from some
level of upgrading.
Many tour operators provide land transfer and tours.
The fleet of such transfer vehicles needs upgrading and
will need rapid expansion as tourism numbers grow.
Recognise that Fiji needs a new and expanding land transport
fleet and implement duty concessions to enable import of new
tourism vehicles (coaches etc.).
Identify ongoing priorities for road upgrades and maintenance to
provide adequate transport linkages. Immediate priorities are:
• Nadi town bypass (Coral Coast to Denarau).
• Progressive repair and upgrading of Queens Road Nadi
to Pacific Harbour.
• Additional sealing of the road around Taveuni.
• Completion of the Kings Road upgrading and sealing,
connecting Rakiraki and Suva.
• Labasa to Savusavu road upgrade.
48
 Fiji’s Tourism Development Plan
Target Markets
The growth of tourism can only be achieved by growing existing core markets
(Australia, New Zealand, US, Canada, UK, Japan and Korea) and
developing new emerging markets (potentially China, India, South America
and/or the Gulf).
Proposed Targets
Meeting the Managed Growth Scenario
The following figure sets out a potential model for the
growth of visitor numbers in each key source market
(Figure 9). It is considered that for the Managed
Growth Scenario significant growth in at least two
emerging markets will be required.
Knowledge of Markets
The development of these strategic directions has been
based on anecdotal evidence and limited rigorous testing
of actual market intelligence. For some markets,
summary results of FVB’s market research have been
considered.
Fundamental to the major marketing and product development to
meet market demands is market intelligence. Proactive and
coordinated strategic collation of market knowledge (research and
intelligence) for all major targeted markets is required.
Australia
As a single country destination, Fiji has been losing its
ranking over the past three years for outbound Australia
travel, with the emergence of Thailand, Singapore and
China joining New Zealand, the UK and the USA as the
most popular single country destination. Indonesia’s
(Bali) ranking has also been weakening.
In 2005, the Australian Bureau of Statistics records
indicated that 196,909 of the total Australian outbound
travel market 4,754,000 departed for Fiji for all travel
purposes, with Fiji ranking 7th behind New Zealand,
USA, UK, Indonesia (Bali), China and Singapore. For
the dominant holiday purposes, 146,310 Australians
departed for Fiji in 2005, representing 6.6 percent
market share. 20 years ago, Fiji’s Australian holiday
travellers market share was 7.8%.
2007-2016
© Fiji Islands Visitors Bure
Some 10 years ago, (1995) it was 4.4%, so after a period
of decline, it has increased share in the past decade.
Nevertheless, over 93% of Australians travelling
outbound for holiday travel purposes do not visit Fiji
and that market provides both a marketing challenge,
and many marketing opportunities for destination Fiji.
Fiji rated as number 15 of single country destinations
for outbound business purpose travel for the outbound
Australian market in 2003, moving up to 13th ranking
for the most recent data for the 9 months to the end of
Sept 2005. This indicates there remains a substantial
amount of competition in this segment. Holiday
purpose travel by Australians into Fiji is in the order of
10 times the size of the business purpose segment for
Fiji.
The Australian market recovered steadily after the 2000
coup. The number of Australian visitors to Fiji
increased from 77,000 in 2000 to 181,000 in 2005.
Therefore, Australia remains as Fiji’s largest single
market. PATA forecast Australia’s outbound tourism
market (to all destinations) will grow at 5.2 percent per
year in the medium term.
Visitors from Queensland are increasing rapidly with a
35% growth in 2003 from 2002. The couples and family
groups continue to be the core markets with an increase
in young singles living at home, young mid-life singles
not living at home, and older working married people
visiting during low seasons (February-May, August,
November). Australians undertake the most activities
per visit (4.36 activities/person).
The managed growth scenario requires the Australian
market to grow from 181,000 in 2008 to 330,000 in
2016, not quite a doubling. This would mean that
growth from Australia must be at higher rates than the
expected growth of outbound holiday travel. As such
greater market share will be required.
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 Fiji’s Tourism Development Plan
2007-2016

south-pacific.travel state: “Fiji has performed well out of the
Australian market post 2000 due to issues in South Asia
(SARS, terrorism, political instability, tsunami). However, South
East Asian destinations have responded by investing enormously
in infrastructure and marketing. Australians increasingly have
choices for tropical resort holidays and Fiji will need to be on top
of its game to make market share inroads against such
competition.”
To achieve the growth from Australia will require significant
destination branding and associated call to action tactical
marketing. The target markets for this branding must match
Fiji’s product offering. Further geographical focus of share of voice
in marketing should focus on the core markets serviced by direct
flights, or ticketed connections.
New Zealand
New Zealand is Fiji’s second largest source market with
approximately 95,700 visitors in 2005. The leisure
market (80%) continues to be the core segment
followed by the romance market (weddings and
honeymoon, 12%). In 2004, the New Zealand market
recorded the highest growth in visitor nights (34%
increase) compared to the U.S (20% increase) and
Australia (15% increase). The majority of New Zealand
visitors continue to come from Auckland with the
largest growth generating region being Waikato, Bay of
Plenty.
New Zealand produced a record 1,871,801 outbound
travellers in 2005, with Australia receiving
approximately one-half of that figure (941,151). A total
of 109,006 New Zealanders travelled outbound to Fiji in
2005, confirming Fiji’s position as the number one
South Pacific destination for New Zealanders for all
purposes (holiday, visiting friends and relatives, business
and education).
For outbound NZ travellers, the primary South Pacific
destination competition comes from the Cook Islands
(42,519 in 2005) and Samoa (25,895). More New
Zealanders travelled to Fiji in 2005 than any single Asia
destination, with China (50,406) receiving about half the
Fiji arrivals number followed by Thailand (25,899), India
(20,869), Hong Kong (19,214) and Japan (18,652).
New Zealand travel to the USA was strong at 90,803 in
2005 with considerably less volume into Canada.
(15,791.) The UK (86,377) remains the primary
destination for New Zealand travellers into Europe
(144,713, which includes the NZ arrivals into the UK).
In 2005, less than half the New Zealand residents who
travelled overseas did so principally for holiday
purposes. (804,575) This is approximately 43% of total
outbound travellers of which there were 1,868,074. In
2005, 105,150 (13%) of New Zealand travellers were in
the age bracket 0-14 years. As such, the family market
out of New Zealand is strong.

Figure 9: 2016 Visitor Arrivals by Origin Markets for Scenarios

400,000

350,000

300,000

250,000 2005
Visitor Arrivals

2014 Low Growth

2014 Managed Growth
200,000 2014 Aggressive Growth

150,000

100,000

50,000

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50
 Fiji’s Tourism Development Plan
Between 1995 and 2005 the number of New Zealand
holiday travellers has grown by 84% while those
travelling to Fiji have grown by 92%. The fastest
growing age segment of all holiday travellers is 0-14
years (121%) followed by 45-59 years (93%).
Fiji grew faster than the total holiday market in all age
categories between 1995 and 2005.
South-pacific.travel state: “New Zealanders have less choice
than Australians and perhaps that is why the New Zealand
market is holding up better after the events of late 2006. However,
most economists forecast significant downside risk to the NZD
over the medium term. We shouldn’t forget that twice in the last
15 years the NZD has almost halved in value against the USD
and a third big fall is not out of the question. Such a depreciation
of the NZD would make Fiji holidays very expensive in this
market. The plan notes that affordability had already become an
issue for New Zealanders even in 2006. PATA forecasts 6.8%
growth pa in the New Zealand outbound market but this forecast
must have a big downside risk.”
The suggested target for New Zealand of 165,000 in
2016 is also an almost doubling of 2005 numbers,
requiring Fiji to increase its share of New Zealand’s
outbound holiday travel.
To achieve the growth from New Zealand will require significant
destination branding and associated call to action tactical
marketing. The target markets for this branding must match
Fiji’s product offering. Further, geographical focus of share of voice
in marketing should focus on the core markets serviced by direct
flights, or ticketed connections.
United States and Canada
The United States of America (US) has potential to be a
much greater source market contributor to Fiji’s tourism
industry. In 2006, the US population passed a
demographic milestone of 300 million and at current
growth rates is headed for 400 million by 2043. It is a
huge, wealthy market that continues to grow.
Approximately 74,000 visitors arrived from the U.S and
13,200 visitors arrived from Canada to Fiji in 2005. 40
percent of U.S visitors were from California and 50
percent of Canadian visitors were from British
Columbia. Visitor arrivals from North America are
increasing slowly. Around 13 percent and 3 percent of
backpackers in Fiji are from the U.S and Canada
respectively.
Note: USA and Canada are two distinct markets, but
they are combined here owing to the poor viability of
the Canada air route and the potential that there may be
some consolidation during the period up to 2016.
Aggressive marketing and targeted product offerings
may assist to avoid this.
2007-2016
We have adopted a major target for Canada of 44,000
for 2016 a three fold increase on 2005 numbers. This is
on the basis that without growth in this market the
(presently unprofitable) air route may be lost.
To grow the Canadian market, a major marketing campaign is
required and the suggestion is to focus on western Canada (British
Columbia and Alberta) area and to a limited extent Washington
State in the US.
Current Canadian visitors are often relatively free and independent
travellers, not normally buying the package short holiday that
characterises the Australian and New Zealand markets. Effort
needs to be put into understanding and matching Fiji’s product
with the potential Canadian market (which appears to be more
focussed on free and independent travel).
For the US a target of 154,000 for 2016 is proposed,
which is double that received now. This again is owing
to the need to bring on numbers to shore up a presently
unprofitable air route.
The marketing dollar spent per tourist arrival is already
the highest of any market to attract US visitors, this is
unlikely to change. However, Fiji would suffer
strategically if it lost the US direct air link. It would lose
a European connection as well.
To create the desired growth from the US market, a major
branding campaign is required. It is suggested this should focus on
the west coast as the initial target. This market is less focussed on
the Caribbean, which becomes a strong competitor to Fiji in the
East of the US. This will require a substantial investment as any
branding will require a costly effort to gain share of voice in an
expensive media environment.
Having said that, it is felt that the US (and Canadian)
markets are not limited, and with the appropriate
product offerings and aggressive Brand Fiji campaigns,
the numbers can be achieved and potentially even
further growth of market share is possible beyond 2016.
United Kingdom
The United Kingdom (UK) is the fourth largest source
market in terms of visitor arrivals (63,500 in 2005). 44%
of the backpackers in Fiji are from the UK.
Despite the slow economic growth that resulted in less
UK residents travelling overseas, the total visitor arrivals
to Fiji continues to grow.
It must be recognised that many of the backpackers
from the UK, who are key visitors of the Yasawas in
particular, buy round the world tickets where the price
of the ticket is a major determinant. Fiji is not known to
be an aspirational destination in the purchase decision,
but rather, a welcome addition.
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 Fiji’s Tourism Development Plan
A constant monitoring of the major airline alliances ticket rules
and linkages is required to ensure Fiji remains a viable option for
round the world tickets for Star Alliance and One World (and
any other international air alliance member serving Fiji).
There needs to be a major branding campaign for the UK,
targeting both the potential Fiji specific long haul traveller and the
potential round the world ticket backpacker (recognising these two
markets could require widely different techniques to establish
Brand Fiji).
Japan
There were approximately 30,000 visitors from Japan in
2005. Japanese are the highest daily spenders by
nationality, particularly on handicrafts and souvenirs,
but have the shortest length of stay (5.7nights in 2005).
70% of Japanese visitors are in their 20s to 40s and 48%
are honeymooners. Main attractions for Japanese are
scenery, marine sports and hotel/resorts.
This is another air route which needs support or it may
be lost. Again from a small base the target is almost
doubling numbers to 55,000. Given the Japanese
spending power has reduced owing to the weak Yen,
some effort needs to be undertaken to establish
competitive product offering to the Japanese market. It
could be that the best growth is on promoting and
branding Fiji for some key niche markets (weddings,
honeymoons, and perhaps “tropical golf”). However
further market assessment needs to be undertaken to
determine this.
To achieve the target growth for Japan, a major effort is required
in Japan to establish Brand Fiji, potentially after some additional
market research, this branding may be targeted to specific niche
markets (e.g. wedding, honeymoon, sporting etc.).
South Korea
In 2005, approximately 10,700 visitors arrived from
South Korea. This market slowly regained its travel
confidence in 2004 and direct flights provided by
Korean Air to Nadi were the strong supporter for
regaining visitor numbers from Korea. Fiji is considered
as a top honeymoon destination, compared to the
Maldives and Guam. More Koreans are spending their
income on education and golf abroad, and Fiji has the
potential to be the desired destination in this context.
This is another destination with a very unprofitable air
route. The target is for an almost four fold increase in
this market to bring the numbers to 44,000.
The likelihood of success in this will rely on a major review of
market demand out of South Korea and matching this to Fiji’s
product offering. Once this research is completed, a targeted
campaign to the potential markets is required.
2007-2016
The strategic importance of the route with the
European connections through Seoul cannot be
overstated and until there is a stronger link through
Hong Kong or another Asian port, this route is vital to
long haul European access to Fiji.
Europe
Five percent of total visitor arrivals are from Europe
(27,900 in 2005). Most of the visitors are from German
speaking markets and Scandinavian countries. 11% and
6% of backpackers in Fiji are from Scandinavian
countries and Germany respectively.
The target for 2016 is 44,000, less than a doubling of
growth.
The cost of marketing into Germany is very high, and it
is a destination where the marketing dollars spend by
other national tourism marketing offices in Germany is
one of the highest of any nation. Hence, there is a lot of
competition amongst well resourced destinations for a
share of the outbound long-haul German travel market.
Given the diversity of the European market, it is suggested that
there should be a review and a focus on some key markets. There
needs to be greater market research to choose target markets and
match this with Fiji product.
Pacific Islands
The Pacific islands tourism is targeted to grow from
36,000 in 2005 to 44,000 by 2016. This is modest
growth and is considered to be the organic demand for
Fiji from these origin markets. As a stronger economy
among it neighbours, there is no intention or need to
rely on tourism from these neighbours for the overall
economic growth in Fiji.
While the market is small, it is important to a number of
suppliers within Fiji. It is recommended that within the Pacific
Islands, destination marketing strategies should be targeted at the
following niche market segments: Sporting Events, Cultural,
Small Meetings and Visiting Friends & Relatives.
New Markets
The target of 1.1 million by 2016 does not appear to be
possible without significant growth in new markets. The
potential markets are most likely China, India and South
America (and to a lesser extent the Gulf may be an
opportunity).
The target is for one new market to achieve 66,000
visitor arrivals in 2016 and another 22,000.
Growth from the China, India South American and or Gulf
markets relies on creating the air links, ensuring that Fiji offers
tourism products which match that markets demand and will
require major branding and tactical marketing to create Brand
Fiji.
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 Fiji’s Tourism Development Plan
There will need to be strong, coordinated collaboration between
airlines, FVB and major tourism products to develop these
markets. New alliances with wholesalers and out bound operators
in these origin markets will be required.
In summary, these new markets will not happen without major
focus and coordinated effort.
China
The UNWTO forecasts that China will become the
world fourth-largest source of outbound tourists by
2020 with more than 100 million departures each year.
China’s outbound travel growth has been outstanding
increasing 50-fold in 20 years. The first group of
Approved Destination Status (ADS) destinations were
approved in 1997 and included Thailand, Singapore,
Malaysia, Philippines and the Hong Kong and Macao
Special Administrative Regions. In that year 5.32 million
trips were made. The number became 16.6 million in
2002, 20.22 million in 2003 despite the SARS epidemic,
28.85 million in 2004 and 31 million in 2005.
It is expected that 2006 will still see 34 million overseas
trips (10% increase). China has now replaced Japan as
Asia’s number one outbound travel market.
Creating a demand for Fiji from China will be a
challenge. China has a domestic tropical destination in
Hainan, and many Chinese with disposable income will
have already holidayed in Hainan. Their focus for
overseas holiday experiences can be stereotyped to be
icons (e.g. Eiffel Tower and the Sydney Opera House,
shopping and major attraction experiences). The
demand for a sun and sand holiday is not strong.
Continue to seek Approved Destination Status with China.
An air link with Hong Kong or indeed a mainland China port is
essential. It will be a chicken and egg situation with airlines
unwilling to establish the route without an existing demand.
There will also need to be major efforts to create tourism products
which meet Chinese demands. This will need to include cuisine and
shopping products which match demand. Further there will be a
need to provide services in Chinese and a major effort to ensure
language is not a barrier to visitor satisfaction will be required.
India
The Indian market is again one where the major focus
for outbound travel is not necessarily the sun and sand
tropical island. India has the Andaman Islands and
nearby Indian Ocean Maldives and Seychelles. It is
noted that Qantas have been prepared to offer
competitive airfares between Fiji and India.
Again an air link is required and the ability to create a
destination awareness of Fiji and provide products which are
desired is essential to growth in this market.
India may provide more short to medium term future market
opportunity than China, leveraging off historical relationships.
2007-2016
South America
The outbound South American market into
Australia/New Zealand/South Pacific is low, but with
increased air links, could expand from its relatively low
base.
More than 12 million South Americans travel outbound
each year with Argentina, Brazil and Chile providing
over half of that figure. The potential for growth of a
South American market needs to be further researched.
Indeed whether the Portuguese speaking Brazil could
support an air route on its own or the Spanish speaking
Chile and Argentina could is not known.
Again an air link is required and the ability to create a
destination awareness of Fiji and provide products which are
desired is essential to growth from this market. Research in the
potential markets will be required.
It is likely new Air Service Agreements will need to be negotiated
to provide for the air routes.
Gulf Region
It is noted that PATA forecasts there is substantial
growth in the potential for many destinations to
capitalise on the outbound travel growth from the Gulf
region, particularly the high per capita GDP countries
of Dubai, UAE and Saudi Arabia.
By the end of 2007, the new Dubai World Central
Airport and its six runways at Jebel Ali will be the
world’s largest passenger and cargo hub, capable of
handling 120 million passengers a year. It will be 10
times larger than the existing Dubai International
Airport. Malaysia is experiencing 35% growth rates
from the Middle East and PATA has now opened an
office in the Gulf region .
However, at this stage, it appears Fiji is not in the
competitive destination set for consideration by Gulf
region outbound travellers seeking the attributes found
within a destination such as Fiji.
There is potential to develop some growth in visitor numbers from
Gulf states, particularly of some form of flight connection is
achieved (e.g. via a south east Asian hub).
Target Markets Key Strategies
The key strategies for growing target source markets are:
• Use aggressive branding and ongoing tactical marketing to
double visitor numbers out of Australia, New Zealand,
US/Canada and the UK.
• Identify and undertake brand development and tactical
marketing to key niche markets in Japan and Korea.
• Undertake further market research and where there is
potential and air links can be established, and aggressive
branding for growth of markets in China, India, South
America and the Middle East (Gulf states).
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The Fijian Tourism Product –
Success in Diversity
Fiji has a diversity of tourism products and can build on this to create a unique set of
market niches whilst creating an aspirational destination. There is an opportunity to
grow experiences and activities throughout Fiji and especially a major cultural icon in
Nadi.
New Tourism Product
Tourism product development involves the creation,
improvement to market standards and promotion in
appropriate markets of new types of tourism. Fiji
currently offers mainly a resort style sun, sand and sea
product. This product is popular in many countries and
relatively easy to develop and service. Many of the
activities and attractions related to sun and sand
holidays are cheap or free to acquire – beaches, fine
weather, clear water and reefs. Typically additional
activities that add to this basic beach holidays include
diving, snorkelling, sailing, water activities, beach
activities and tours or day cruises of the surrounding
areas. Additionally, the sun and sand offering may be
up-market (beachfront luxurious bures or five star
European resorts) or basic (backpacker lodges with cold
showers). Other types of product developed in Fiji more
recently include live aboard cruise ships, flashpacker
lodges, ultra luxury houses (e.g. Myola Plantation
Resort), second homes, expatriate retirement villas and
timeshare apartments.
There has been some activity based product
development in Fiji including weddings, MICE, dive,
sports and cultural event tourism. Activity based
products are more targeted and are examples of niche
markets. Other niche products are smaller in potential
market size and include a wide variety of experiences
such as traditional cooking, bird-watching, mountain
biking, school excursions and so forth. Product
development may also involve development of new
attractions for people staying in existing resorts. In Fiji
these attractions include the built attractions such as the
Coral Coast Railway and the Garden of Sleeping Giant;
and natural and cultural sites such as the Sigatoka Sand
Dunes and the Tavuni Hill Fort. In overview, there is a
need to develop the experience at each destination in
Fiji to complement the respective development of
accommodation.
There is a need to increase the product development activity in Fiji.
Given the small size and level of knowledge of many tourism
operators the government and the larger industry participants have
an important role to play.
2007-2016
© Fiji Islands Visitors Bureau
Things to Do
For the overall level of tourism activity, there are
considered to be significant opportunities for additional
day and half day activities “things to do”.
Whilst in remote areas resorts tend to offer additional
experiences in the local area, in the major tourism
accommodation areas, generally other businesses (day
tour etc.) offer the experiences.
It is considered that there are opportunities to further
develop this product type (tours, activities and
attractions) with present levels of visitor numbers. This
has the advantage of adding interest in the destination,
potentially with enough quality experiences in an area
this encourages increased length of stay. Further, it
provides a broader base for local economic benefits
(local communities hosting activities and/or local
businesses running authentic and unique tours etc.).
There is an opportunity to grow experiences and activities
throughout Fiji and especially a major cultural icon in Nadi.
Presenting Fiji’s Culture – An Icon
Attraction
The Fijian culture is friendly, fun and has interesting
stories, messages, heritage and history. Further, the
imagery is iconic and exciting.
There is a major opportunity to develop a Fijian cultural
theme park as an anchor attraction in Nadi. This cannot
be done in a tacky, rustic “museum” type way but must
be a major architectural icon (using traditional design
elements to create a Fiji character) and experience.
Examples of similar products are Tjapukai for
Aboriginal culture in Cairns, Australia, the Tjiboau
Cultural Centre in Noumea and the new Ngong Ping 360
Buddha experience in Hong Kong.
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 Fiji’s Tourism Development Plan
It is likely that this would be most successfully
developed in a public/private partnership potential with
at least some of the capital from international aid (as a
grant or low interest financing). Such developments are
often not able to be self funding (they can cover
operational costs but recouping capital expense is
tough). However the benefit to a destination of such an
icon product presenting Fijian culture would
significantly add to the product offering.
Nadi is considered the best location as it is the hub and
many visitors end up ‘killing time’ waiting for transfers
in and out of Nadi international airport. The ideal
location would be close to or even adjacent to the
airport.
The concept proposed is to have a large multifunction
attraction. The focus to be on the cultures of Fiji, their
unique history and present day expression. It is
suggested that there would be:
• static displays of artefacts and cultural material;
• interactive displays (potentially multimedia);
• a theatre showing presentations (these may take the
form of traditional short documentaries movies
and/or interactive “show’s” with props and actors
using innovative presentation techniques (such as
holographs and lasers) to present cultures in an
exciting way,
• outdoor demonstration areas physical structures
such as a model Fijian village, a Hindu temple;
• street theatre within the centre, including meke’s
traditional story telling etc.; and
• hands-on activity with audience participation in
traditional mat weaving, kava ceremony, tapa
printing, pottery etc.
It is suggested that the centre would be open 18 hours
or so a day and provide facilities for visitors who are
arriving on early morning or late evening flights to visit
the centre prior to taking transport links (domestic
flights or coaches etc.) to/from their destination. The
centre would provide meals (breakfast, lunch, dinner)
and rest facilities for such use (e.g. showers, a lounge
and baggage storage).
The centre should be designed to provide a key one
hour experience, a three hour experience (e.g. a half day
visit) and an integrated experience (e.g. a dinner/show
evening).
Retail should be developed in a way which ensures
authentic products are sold that have been sourced
direct from local communities/individuals (e.g. no
imported souvenirs).
Undertake a scoping study and feasibility assessment for a major
Fijian cultural attraction in Nadi.
2007-2016
Identify land close to the Nadi airport and alienate it for such a
use (suggest 10 ha be considered a minimum, with 15-20 ideal).
Identify potential international aid or debt financing which may be
suitable.
Once the scoping and feasibility is completed undertake a tender
process to attempt to find a private sector partner in the
development.
Attractions
The Fiji islands offer endless attractions to experience
and numerous activities to do. There are many identified
manmade and natural attractions including national
heritage parks, eco-parks, gardens, cultural centres and
temples. There are different types of activities ranging
from nature based such as trekking, snorkelling, diving,
surfing, canoeing, abseiling and cultural activities such as
village tours, watching Fijian meke, kava ceremonies,
watching fire-walking, etc. There are also facilities
available to engage in sports such as golf and tennis.
The previous tourism development plan proposed
strategies to link existing cultural, historical and natural
attractions to nearby tourism areas. This was to
encourage tourists to engage in the Fiji experience.
Development of a Fiji icon was suggested to attract
visitors into the country even if they were staying for a
couple of days. This icon was suggested to be located
near the tourism concentration areas.
Review previous proposals for attractions and develop sites which
present Fiji’s environment and culture. Attempt to develop sites in
an integrated way which provides suitable routes or itineraries for
day tours from key accommodation areas.
Western Region Attractions
The previous tourism development plan recommended
that the Sabeto to Nausori road be improved for tourist
access into the Nausori highlands / Vaturu dam area.
This is currently an ongoing process and once it is
completed, a more accessible Fiji experience tour from
Nadi to Vaturu, Nausori and Sigatoka valleys will be
possible. Since its recommendations, ecotourism
projects funded by the Ministry of Tourism have taken
place in the Nausori highland villages. The previous
Plan aligned with community based tourism
development and proposes the continuation of road
improvement for regional prosperity.
Encourage the further development of attractions and day tour
products into the western region from the key accommodation areas
of the Coral Coast.
The Coral Coast
The previous tourism development plan encouraged
attractions such as the Nahehe caves and Busa Park to
be developed. The implementation of the strategies
were taken place and, seven village based tourism
projects in the Coral Coast area are being developed.
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 Fiji’s Tourism Development Plan
Encourage the further development of attractions and day tour
products near the Coral Coast.
Suva
The 1998 Plan commented that Suva needed a ‘draw
card’ and mentioned the Grand Pacific Hotel as an
attraction. The re-construction of Grand Pacific Hotel,
is once more proposed
Suva has a unique brand proposition as the national
capital. It is home to a number of institutions which are
of interest to visitors, as well as local residents.
(historical buildings and parks, museums, open public
spaces, contemporary politics, urban social,
environmental and cultural issues, major sporting,
cultural, business and government events etc.).
The challenge is to develop the Suva brand within the
context of Brand Fiji and ensure strategies are in place
so that the visitor experience matches their expectations.
For example, the provision of interpretive visitor
signage at key sites in the city, self guided city walking
trails, up-to-date promotional materials, appropriate
opening hours during which visitors may enter certain
buildings or locations is required. There would also be a
need for constant attention to clean public toilets and
clean up/reduce littering, particularly of the main streets
in the CDB, the parks and the waterfront.
Develop in integrated presentation of Suva’s key attractions which
can be used to support developing Suva as an interesting
destination.
Mamanuca and Yasawa Islands
This region continues to be a significant day and
overnight cruise product that provides attraction and
activities for those not staying overnight at one of the
many island resorts.
Savusavu
Waisali Forest Park is now completed and acts as an
attraction for Vanua Levu. In addition, the Nukubolu
Forest and Archaeological Park is being improved by
the relevant owner communities.
Support the development and management of attractions such as
Waisali and Nukubolu near Savusavu.
Taveuni
Bouma National Heritage Park is a major attraction for
Taveuni and is being developed and maintained by the
communities. Vuna Archaeological Park has also
developed into an attraction that draws tourists.
Support the development and management of attractions such as
Bouma and Vuna near Savusavu.
2007-2016
Ovalau
The old capital Levuka on Ovalau promotes ‘the way
Fiji used to be’ with its colonial buildings and heritage
sites. Following the previous tourism development plan
the submission to enlist Levuka on the World Heritage
List has been made by the National World Heritage
Committee under the Ministry of Fijian Affairs. In the
event that the colonial town of Levuka is listed, Ovalau
will have significant attraction for visitors interested in
this heritage.
Encourage the development of the presentation of Levuka’s
cultural heritage and integrate this in Ovalau tourism products.
Small Local Cruise Ships
In 2006, there were 8 Fiji based cruise ships that
provided approximately 233 rooms (cabins). Ninety five
percent of these rooms are in the premium category.
Most of the cruise operators with accommodation offer
2-3 night cruises around the Mamanucas and Yasawas.
There are also 5-7 night cruises offered operating
around Nananu-I-Ra, Savusavu, Koro and Levuka.
The two Yasawas operators, Blue Lagoon Cruises and
Captain Cook Cruises have become well established icon
tourism products for Fiji.
There are significant opportunities for cruising beyond
the Yasawa/Mamanuca area. To date no cruise operator
has run other than sporadic trips to other areas Fiji (the
Tui Tai being the only exception with cruises from
Savusavu).
Provide ongoing support for existing small cruise ship operators.
Provide mechanisms which support the establishment of other
small cruise ship operations which visit other areas of Fiji.
International Cruise Ships
The International Council of Cruise Lines reports that
in 2005, 11.5 million people worldwide took cruise
vacations, a 6% increase over the previous year.
Passenger embarkations at US Ports dominated, with
8.6 million. US residents constitute 79% (9.1 million in
2005) of the total global cruise passenger market
Since 2003, there has been a significant increase in the
number of international cruise ships visiting the ports of
Fiji. In 2003, with 30 cruise ships visiting, the total
foreign earnings from cruise vessels was an estimated
FJ$11m. In 2006, there were 78 cruise ships arrivals
expected. The most visited port over the last 3 years
continued to be Suva with 23 calls expected in 2006.
The Yasawa islands are becoming a popular destination
for international cruise ships with 22 calls expected in
2006 (up from 6 in 2005).
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 Fiji’s Tourism Development Plan
There is further potential to develop Suva and Yasawa
islands (Yasawa-i-Rara) as a major cruise ship stop over
in their Pacific voyages. To date there has not been a
coordinated campaign to encourage cruise ships to Fiji
or to maximise the services offered to ships and their
guests.
With the Lau group midway between Tonga and Suva, it
is likely that some cruise ships would be interested in a
short stop point in the Lau. An anchorage, sheltered
from prevailing south easterly winds and with a suitable
place for passengers to go ashore would be required. No
onsite facilities would be required and a local village can
provide hospitality (although they do not need to
provide any resources such as food/water etc. as the
ships are self sufficient. This could have local economic
benefits without adverse social and cultural impacts
(owing to the short duration of disruption in a small
community from a cruise ship visit). The benefit could
be gained by an island destination which is otherwise
remote from tourism transport linkages and unlikely to
receive any economic benefit from tourism.
Develop a coordinated approach to increase the number of calls
and passenger arrivals. Then, work with shipping agents to
optimise revenue from passenger expenditure and strengthen inter-
sectoral linkages (e.g. supply of goods and services locally).
Encourage regional cruise tourism through suitable infrastructure
(e.g. accurate hydrographic survey of preferred anchorage locations,
moorings and landing pontoons). Develop the site in Yasawa-i-ra
and consider an additional site in the Lau for development and
promotion.
Ensure safety and security of passengers, and support locals by
providing a fair compensation for access to and the usage of
resources on the islands.
Day Cruising
Inter-island cruising is considered as one of the most
popular products in Fiji. There are approximately 23
cruise operators providing services around the Fiji
islands. Daily services from Denarau to the Mamanuca
and Yasawa islands are offered on a regular basis. These
cruises range from day trips to the islands to overnight
cruises around the islands. There are also adventure
cruise ship operators that visit the outer islands of Fiji.
This can encourage small ecotourism and community
based tourism into the outer islands.
Many resorts offer local snorkelling, diving and fishing
tours to their guests.
2007-2016
There is considered to be the opportunity for further
development of day cruise products in Fiji. The
development of additional day experiences adds a point
of difference for a destination (e.g. great resort and the
trip to xx island/reef etc.). Such day cruise destinations
can also provide local economic benefits to
communities that otherwise see no revenue from
tourism (e.g. South Sea Cruises day cruise yacht Sea spray
visits a local village which presents a meke and accepts
sevusevu).
The key opportunities are in the Mamanucas with
demand for day cruises likely to grow as
accommodations grow in the Nadi Corridor.
Points of disembarkation become a key aspect and day
cruises originating from Momi and Natadola would be
opportunities once these sites develop. As such offshore
islands and reefs near these areas (the southern
Mamanucas) could be in demand in coming years.
There are further opportunities for day cruises in areas
where accommodation is concentrated, in particular
there may be opportunities from the Coral Coast
(although there are limited cruise destination that are
not on the coast itself) and near Savusavu.
NOTE: Whilst many resorts offer diving and
snorkelling trips, with many successful day cruises in
other world wide destinations the opportunities are
often close island/bay/reef destinations which provide a
swimming, beach, village, etc. opportunities where
snorkelling and/or fishing may be offered and diving is
an optional extra.
Encourage the development of further day cruises and ensure
planning takes into account the need for some sites (islands, reefs,
bays etc.) near major accommodation centres to be “allocated” for
such use.
Water Sports and Resort
Activities
Resorts traditionally offer a range of motorised and
non-motorised activities for the entertainment of guests.
This should be encouraged and whilst noisy motorised
activities such as jet skis are not appropriate in some
areas, generally all coastal/island resorts should offer a
range of water based (vessel) activities.
The current coastal trading provisions require a coastal
trading licence for all vessels even including a small glass
bottom boat. At present FIMSA does not issue such a
licence unless there is at least 50 percent local
ownership of the boat. This means many resorts (which
are not locally owned) are operating water sports
activities without a coastal trading licence and those
with a high degree of due diligence are not able to
conduct water sports.
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 Fiji’s Tourism Development Plan
Amend coastal trading licence provisions to ensure water sports
vessels are exempt from the need for a coastal trading licence and
can be operated by resorts.
Whilst individual resorts should be able to operate their
own vessels as per above, it is also highly desirable to
encourage local businesses and communities to develop
local water sports businesses. In many areas of Fiji, this
would enable one water sports business to serve a
number of smaller resorts for whom the water sports
activity would not be commercially viable.
Encourage local businesses to develop water sports activities.
Whilst the Hotel Aid Act provides incentives to support
the development of tourism accommodation, there is
not similar support for the establishment of supporting
water sports activities.
Provide an investment incentive for the purchase of vessels and
equipment to start or expand locally owned water sports businesses.
It is important to note that these incentives are only for
corporate taxes, the government still realises the
ongoing cash flow taxes of VAT, payroll tax and the
various duties etc. paid by the business from the day it
starts operations.
Yachts
In 2005 there were approximately 518 yachts that visited
the ports of Fiji. With an increase in Fiji marinas and a
growth in yachts cruising world wide and the Pacific,
there is ongoing potential for an increase in the yachting
market.
There is an opportunity to attract more yachts and to
extend their stay. As more marinas are developed
providing cyclone secure anchorage, more yachts are
likely to stay over the cyclone season (where otherwise
vessels are moved to higher latitudes for the summer
months, often owing to insurers requirements). There is
an opportunity to further develop a yacht repair and
service industry.
Whilst protecting the sensitive coastal environment, encourage
further marina development and yacht repair facilities and services.
The income from such yachts usually exceeds $2,500
USD per month, often much more. Yachts mainly
spend in ports and occasionally at resort visits. There is
an opportunity to encourage visits to villages in islands
that wish to host yachts. This imitative will encourage
yachts to pay for services, products and experiences,
thus contributing to the local economy of isolated areas
where other types of tourism may not be prevalent. In
many cases yachts do not go off the usual path owing to
relatively poor charting and only a now out of date
cruising guide depicting the all important reef passages
and anchorages.
2007-2016
Encourage the development of a yachting guide to Fiji including
anchorages etc.
Through the Tikina Councils undertake a survey of villages in
outer islands (that are near suitable yacht anchorage) and identify
those that wish to host yachts and what additional services they
would like to provide (e.g. mekes, lovos guided snorkelling etc.).
Promote those villages that wish to host yacht visits and provide
services to them.
Private Cruising Yachts
There is at present an issue where the yachts may be
brought into Fiji for up to twelve months, but the crew
only receive a short term 3 month visa. Further, on
many occasions owners and crew depart Fiji to return
home using air flights, as Fiji’s marina offers one of the
few such secure anchorages a yacht may be left whilst
the owner and/or crew returns home to visit family,
attend to business affairs etc.
Continue to welcome yachts to Fiji. Consider providing a special
non-work yacht crew visa which allows a (multiple entry) twelve
month stay, available upon arrival and only whilst the yacht
remains in Fiji.
Currently, yachts need to formally enter Fiji at a port of
entry, Savusavu, Suva or Lautoka. Yachts may not stop
or go ashore prior to reaching the port of entry (they
may take shelter in an anchorage owing to weather or
effects repairs but must not go ashore). There have been
instances where yachts do make stops and go ashore,
this has been reported in the Lau (given these islands
are enroute between Tonga and Suva/Savusavu).
Many other Pacific island nations recognise the desire
for yachts to visit and have local economic benefit to
islands in out areas distant from ports of entry and
departure. For example, Vanuatu allows yachts having
cleared the country in Louganville to visit the Torres
and Banks groups enroute to the Solomon’s. This
results in a thriving trade for the Torres and Banks local
communities who are without any other form of hard
currency economy. Further, yachts have to return to a
port of entry prior to leaving territorial waters and then
must leave forthwith.
This can be a considerable inconvenience to visiting
yachts to Fiji and results in some key areas missing out
on the benefits of yacht visits.
Review the required procedures for yachts entering and leaving Fiji
to ensure equitable regional benefits. Specifically consider
establishing a yacht entry/clearance station during the peak season
(June to November) at Denarau or Musket Cove.
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 Fiji’s Tourism Development Plan
Further, consider a process where by yachts may be allowed to visit
select anchorages in Lau (where local communities wish to welcome
yachts) whilst enroute from Tonga without having to first clear into
Fiji in Suva or Savusavu (e.g. the yachts obtains a permit by
email or fax whilst in Tonga, the permit allows up to one week
stay prior to clearance into Suva or Savusavu).
In the past FVB has supported yacht rallies to Kadavu.
Further, there are yacht races from New Zealand, an
organised annual cruise to Vanuatu, and numerous
regattas (Musket Cove and Presidents Cup). The two
major annual round the world rallies usually visit
Savusavu and/or Musket Cove.
Without spending money on government sponsorship, support such
organised yachting events. One area of support may be to allow
unusual clearance into or out of Fiji at isolated sites (e.g. Kadavu).
Skippered Charter Yachts
The cruising grounds of Fiji provide a great opportunity
for the development of a major crewed charter yacht
industry (as opposed to hirer drive “bareboats”). The
many islands and numerous anchorages provide an ideal
opportunity to grow Fiji to be the premier such
destination in the Pacific. More than one Caribbean
Island has its major tourism economic contribution
from such crewed charter yacht industry.
Skippered charter yachts presently need to obtain a
coastal trading licence and this requires the import of
the boat with ownership by a resident or local
ownership of at least 50%. This is prohibitive to
encouraging the growth of this industry.
Amend coastal trading licence provisions to ensure yachts can
obtain a coastal trading licence for the purposes of operating a
skippered charter yacht business (to agreed locations) for a period
of up to five years. One the business has been operating for five
years, require duty equivalent to importing the yacht to be paid,
with payments spread over the following five year.
Skippered charter yachts can develop set routes (whilst
allowing some flexibility for weather and different focus
of guests). Certainly any particular skippered charter
yacht business can identify a set of anchorages and sites
it will mostly visit and develop arrangements with local
communities and villages to provide services and
support.
The approval for a skippered yacht charter can be
conditional upon arrangements with local villages and
communities for commonly used anchorages.
If tour operator licensing is implemented (proposed as part of a
new Tourism Act), establish a process and conditions to ensure
skippered charter yachts have agreements with local communities
visited and that there is a net benefit to the local communities
visited.
The areas which provide the best opportunities for
potential skippered charter yachts are:
2007-2016
• The Yasawas: Close to Nadi and potentially
yachts can remain based in the Yasawas (with
client using seaplane or the daily ferry service),
thus avoiding the often uncomfortable sail into
the wind from the Yasawas to
Lautoka/Vuda/Denarau. The Mamanucas are
probably not a great skippered destination in
their own right, however could form part of a
shorter itinerary and/or be tied in with Waya
and the southern Yasawas.
• North Vanua Levu coast: This area has
potential owing to the sheltered waters, many
reefs and islands with good anchorage.
Currently the transport linkage does not
support this area, but once the Labasa airport is
upgraded and there is a stronger air link, this
area would be highly “prospective”.
• The Lomaviti Group: This area has many very
good reef and island locations, routes in this
area would involve some relatively exposed
passages and consequently would only be
feasible for larger yachts with weather less of a
factor for guest comfort.
• The Lau Group: This area could become the
jewel in the Pacific for remote area skippered
charter yachts. The transport linkage is
relatively poor and weekly flights create
restrictions on flexible itineraries. However
viable tourism products could be developed
around the current linkages and/or using
charter flights. Larger yachts can make the
passage from and to Savusavu (or Taveuni) to
overcome this linkage restriction.
• There are other locations which could be used
by a few yachts, such as Kadavu. This would
provide an ideal location for yachts that could
visit the many ideal anchorages currently
without a resort, thus providing income to local
villages without the land use commitment of a
resort.
It should be noted that the potential skippered charter
yacht industry in Fiji would serve a clientele not
otherwise served in Fiji. It is about small group,
sailing/boating, reasonable levels of privacy and security.
This industry is not competition to other forms of small
luxury cruise ships presently in Fiji, nor to existing
island or mainland accommodation.
The opportunities for additional skippered charter yachts are
predominantly the Yasawas, Lomaiviti, Vanua Levu and Lau.
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 Fiji’s Tourism Development Plan
Whilst the Hotel Aid Act provides incentives to support
the development of tourism accommodation, there is
not similar support for the establishment of skippered
charter yacht industry. Whilst the above sets out a
framework to encourage owners of foreign registered
yachts to operate in Fiji, it is also desirable to encourage
Fiji businesses to enter this market.
Provide an investment incentive for the purchase of vessels and
equipment to start or expand locally owned skippered yacht
charter operations.
It is important to note that these incentives are only for
corporate taxes, the government still realises the
ongoing cash flow taxes of VAT, payroll tax and the
various duties etc. paid by the business from the day it
starts operations.
Superyachts
Increasingly superyachts are visiting or are based in the
Pacific. The superyacht industry has been steadily
emerging from modest start in the Mediterranean and
Caribbean. Superyachts can have a major contribution
to local economies.
Superyachts are traditionally private vessels run by a
professional crew for the owner and their guests. Either
sail or motor cruiser style vessels, they represent multi
million dollar assets. However, even the wealthy can see
the benefit in a commercial return on such a major
investment which requires often millions of dollars a
year to run. As such many are semi-commercial and
where they can legally, they run short but exclusive ultra
luxury charters. At present yachts need to be imported
and have local ownership (for the coastal trading
licence) for undertaking such commercial work.
Note: the term Superyacht is really undefined, it refers
to larger more luxurious yachts often over 100 feet in
length (30 metres), with a professional crew and taking
relatively small number of guests is a relatively high
degree of luxury.
Superyachts which wish to become based in Fiji should be treated
as per the Skippered Charter yachts strategies above.
However, Superyachts often wish to visit Fiji for a few
months, not based in Fiji but rather on their way to
other destinations. As an example, many will spend one
Fiji summer cyclone system in the Pacific north of the
equator, then come to Fiji for a winter or non cyclone
season, then move to New Zealand or Australia for the
southern hemisphere summer.
It should be noted that Superyachts that do provide
commercial charters do it for a clientele not otherwise
served in Fiji. It is about exclusivity, high levels of
privacy and security. This industry is not competition to
other forms of small luxury cruise ships presently in Fiji,
nor to existing island or mainland accommodation.
2007-2016
There is an opportunity to provide for the commercial
charter of Superyachts that visit Fiji. This brings an
additional level of tourism and expenditure which is
presently essentially excluded in Fiji. The suggested
approach is to allow their temporary entry for up to six
months for commercial use, give them some form of
coastal trading licence specific to the visit and allow
them to go to set locations.
The concept would be to work with the Tikina councils
in an area to identify set locations (anchorages) which
wanted to host Superyachts. The services offered (such
as mekes etc. can be identified). As such a permit to a
Superyacht to undertake such charter business in Fiji
would be, for example, to operate ex Denarau to a
certain nine anchorages within the Yasawas and
Mamanucas (who have indicated they are willing to
accept Superyachts anchoring and may be interested in
providing services to local yachts).
Develop a mechanism whereby Superyachts can visit Fiji and
undertake commercial charters for a set period (say up to one
sailing season, six months) to specified locations.
Surfing
Whilst the act of surfing in Fiji pre-dates contact with
Europeans, commercialised surf tourism is a relatively
new phenomena. A tourism industry servicing the needs
of travelling surfers emerged in the late 1970s. In the
21st century hundreds of surf tourism travel agencies
and thousands of tour operators provide services to an
industry that is estimated to generate hundreds of
millions of dollars annually.
Fiji is relatively surf-rich and is well known by surfers.
The island of Tavarua and its acknowledged world class
breaks Cloudbreak and Restaurants are household names
in the global surfing fraternity and become the focus of
this fraternity for the staging of the Association of
Surfing Professionals World Championship Tour event,
the “Globe WCT Fiji” in May each year. The 2005 IVS
states that 2% of visitors stated that surfing was their
main purpose of visiting Fiji. The vast majority of the
surf tourism market are concentrated in the Mamanucas,
Nagigia Island off Kadavu and Frigates Passage off
Pacific Harbour. Live aboard yacht charters also run in
the summer season to the Lau group.
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 Fiji’s Tourism Development Plan
The experience of many surf tourism destinations
around the world suggest that left to develop in the
absence of management, high quality surf breaks tend to
become over populated with high-density low-cost low-
return surf tourism operations which can bring negative
environmental, socio-cultural and economic impacts to
host communities and their environments as well as
leading to a deterioration of the surfing experience for
visitors and locals. Balancing recreational carrying
capacity with the provision of reasonable returns to
resource owners is the single greatest challenge of
contemporary surf tourism management.
Implement mechanisms which encourage local resource owners to
manage capacity. This may involve calculating recreational
carrying capacity for particular breaks and a locally run
safety/management patrol controlling numbers/access on a daily
basis.
Based on input from tourism developers and local Fijian surfers
there is a need to establish a transparent process of qoliqoli
payments.
Realistic marketing of Fiji’s surf resources. This will allow
opportunities for surfers to plan for other activities when the surf
conditions are less favourable.
The establishment of a centralised information source for visiting
surfers would widen the appeal of breaks outside of the exclusive
surf resorts.
Airlines should be encouraged to provide an additional excess
baggage allowance for surfers (as other airlines do for surf
destinations).
There is a need to inventory Fiji’s surf resources and segment them
by the type of surfer. Suitable developments may then be planned
and appropriate markets targeted. Open up new opportunities for
the beginner market, which represents the bulk of the current
world surf population, by setting up surf schools and promoting
Fiji as a surf safe destination.
Windy conditions around the coastal areas of Fiji are
attracting kite surfing. Sites are currently being used by
kite surfers in Suva, Pacific Harbour, Namotu, Leleuvia,
Nananu-i-Ra and Kadavu.
Recognise the global emergence of kite surfing and that Fiji, with
its trade winds and reef protected waters could provide many places
where kite surfing is ideal.
Many stakeholders identified the potential of artificial
surfing reefs along the Coral Coast. Some surf resort
developers may be interested in building artificial reefs
as surfing/diving attractions. Given the many locations
which could be further developed for surfing in Fiji,
artificial reefs would not appear crucial to growth of this
segment.
2007-2016
Any moves to develop artificial reefs for surf breaks should be
subject to rigorous environmental impact assessment, including
hydrological modelling of the effects on current and wave patterns
on nearby natural reefs.
Diving
The dive market is Fiji’s longest established market and
is a major niche market in Fiji’s marketing activities. In
2004, 10% of the total number of visitors engaged in
diving as non-organised activities, despite only 1%
stating dive as the main purpose of visit to Fiji. Divers
continue to favour Vanua Levu, Taveuni and Kadavu as
diving destinations. Increased efforts are made to
promote Ovalau and the Mamanucas as diving
destinations.
The dive industry is well established in Fiji and as such
could be expected to grow as the demand for diving
grows as accommodation and visitor arrivals grow.
However, there are a number of constraints on diving
and these could be addressed to ensure the dive industry
is more efficient and remains competitive.
It is important to note that Fiji is well regarded as a dive
destination, but is considered expensive when compared
to the Caribbean, Central America and Asia. This
expense is in both the cost of dive and the supporting
accommodation.
The same as water sports, a coastal trading licence is
required for dive operators and this requires more than
fifty percent local ownership.
Whilst the Hotel Aid Act provides incentives to support
the development of tourism accommodation, there is
not similar support for Dive Operators.
Provide an investment incentive for the purchase of vessels and
equipment to start or expand dive operators.
It is important to note that these incentives are only for
corporate taxes, the government still realises the
ongoing cash flow taxes of VAT, payroll tax and the
various duties etc. paid by the business from the day it
starts operations.
Weddings & Honeymoons
The American magazine, Modern Bride recently rated
Fiji as one of the top five aspirational honeymoon
destinations.
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 Fiji’s Tourism Development Plan
Honeymoon and Weddings are respectively the 2nd and
3rd purpose for visiting Fiji. Despite the slow growth in
the wedding market (1% increase) and a decrease in the
honeymoon market (by 4%) in 2004, Fiji still remains
strong as an aspirational destination for potential
honeymooners. In recent years, the weddings and
honeymoon market moved out to the non-traditional
areas such as Cakaudrove (26%), Rewa (16%), Ba (14%),
Serua (13%), Lomaiviti (12%) and Nadroga (11%). This
market is lucrative as the Honeymoon market has the
second highest average expenditure.
The wedding and honeymoon market is important for Fiji.
Ensure that Brand Fiji branding and marketing strategies
strongly promotes Fiji as a wedding and/or honeymoon destination.
MICE
Meetings Incentives Conventions and
Expositions (MICE)
Since 1999, the MICE market continues to grow and
reached 8% of total visitor arrivals to Fiji in 2004. There
are around 10 major MICE facilities available in Fiji.
Most of these facilities are within tourism
accommodations in the west of Viti Levu, and can
provide up to 35 different styles of rooms / centres.
There are also future MICE facilities proposed in the
Momi Bay and Natadola developments.
Whilst Fiji is not likely to become a premier MICE destination,
the MICE market enables a style of tourism market which should
be encouraged to the capacity of existing facilities.
Marketing spend on MICE by FVB should target otherwise low
season periods for holiday travel.
The need for a major convention centre is considered
doubtful. At present, a major convention of 2000 or
more delegates would require block booking of much of
the available accommodation in the Nadi area. This is
owing to the present focus on leisure travel, hotels
would find it difficult to maintain wholesaler support
for selling as a holiday destination if they regularly block
out dates for conventions. However, once a critical
mass of over 5,000 rooms at 4 or 5 star level is reached
in the Nadi Corridor, then this should be reviewed.
Backpackers and Independent
Travellers
Backpackers and/or independent travellers have been
recognised as a significant market in world tourism. The
movement of backpackers and independent travellers is
a new phenomenon in travel culture.
2007-2016
Fiji is one of the few countries that recognises the
importance of this segment (i.e. high yield, longer stays)
and thus, attempts are made to raise industry awareness
and quality assurance for the market. The backpacker
market is an acknowledged segment on its own in the
Fiji Visitors Bureau marketing plan. The IVS conducts
separate data analysis on backpackers from other types
of tourists, and the tourism industry formed the Fiji
Islands Backpackers Association (FIBA). Additionally
recent research has been carried out by the Tourism
Research Unit & National Centre for Australian Studies,
Monash University to understand the profile, travel
characteristics and economic impacts of backpackers/
independent travellers. The following statistical
information is referenced from the University’s research.
Economic Impact
According to the analysis done by Monash University,
the economic value of backpackers and independent
travellers is approximately FJ$77.8 million. Backpackers
and independent travellers spend on average $105 per
day and each traveller on average is worth $1310. The
report also mentions that the average expenditure rate
varies between regions with the Yasawas having the
highest yield. Research revealed that this was due to the
Yasawas accommodation and transport being more
expensive than Nadi and the Coral Coast.
With the average backpacker reporting to have spent
FJ$14 per day on tours, shopping and entertainment,
there is clearly a need to expand each individual product
to cater for this market.
Understanding the Backpacker Market
The backpacker/independent traveller market for Fiji is
identified as a lucrative segment with increasing
numbers from the U.K, Scandinavian countries, U.S,
Germany as well as Australia. It is interesting to note
that more than half (approximately 60% in 2005) of the
backpackers in Fiji were on ‘round the world’ tickets
with Air Pacific/One World Alliance or Air New
Zealand/Star Alliance. Fiji is favoured as a stop over
destination to or from Australia, New Zealand and the
U.S.
To ensure the longevity of the backpacker market, there is a
fundamental need to ensure the airline alliances used for round the
world ticketing allow Fiji stopovers.
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 Fiji’s Tourism Development Plan
Over the years it was identified that the proportion of
backpackers out of total visitors to Fiji has been
declining in the past 4 years (from 19% in 2002 to 12%
in 2005). This may be due to the fact that Fiji’s
backpacker market is heavily dependent on the number
of backpackers in Australia, New Zealand and the U.S.
Specifically in Australia, the backpacker market has been
stagnant since 2000. Nevertheless, due to the significant
influence the segment has on the tourism industry,
research and marketing promotions are still strongly
made internationally. Fiji needs to promote itself as an
attractive stop-over destination for backpackers on
‘round the world’ tickets.
In order to understand backpacker and independent
travellers in Fiji, the characteristics of backpackers in
Australia and New Zealand need to be understood.
More than 20% of backpackers in Fiji were on working
holiday maker visas and approximately 14% were on
student visas for Australia and New Zealand. The
additional backpackers to and from Australia and New
Zealand passing through Fiji has not been estimated.
The Monash University study reports its limitations by
mentioning the possible over estimation of the
percentages as the research was conducted during
Australian and New Zealand universities’ semester
breaks.
Understand the scope and scale of the Australian and New
Zealand backpackers market to maximise the opportunities for
the Fiji backpacker industry.
Travel Characteristics
Due to the significant influence the Australian and New
Zealand backpacker market has on Fiji’s backpacker
industry it is not surprising to note that approximately
44% of the market is dominated by U.K visitors.
Backpackers’ average stay in Fiji is approximately 12
days out of their average trip away from home, which is
163 days. Approximately one-third of their travel days
away from home are spent in Australia. Even though
the scale of the tourism economy between Australia and
Fiji is very different, Fiji has potential to prolong the
average length of stay. Fiji is comprised of many islands
that provide vast variety of different characters that can
be marketed with strategic strategies. Tourism for
backpackers is concentrated in the Nadi area, Yasawas,
the Coral Coast and possibly Pacific Harbour. This may
be due to backpackers being budget travellers and the
transportation linkages between the main island and the
outer islands being expensive.
There is a need to encourage backpackers to travel to the outer
islands on the North and East of Viti Levu by providing
accurate information on cheaper transportation linkages such as
boat transfers. This can be a unique experience for backpackers.
2007-2016
Providing information for backpackers is highly
important as approximately 17% of the backpackers felt
that there was a lack of information on transport and
islands. This indicates the interest of backpackers
wanting to travel to other islands.
The research reports that approximately 46% of
backpackers and independent travellers were in the age
between 20 and 25. Additionally, 36% of the market
completed their university degrees followed by 25%
being high school graduates. Moreover, 42% were
students with 33% being professionals and 41%
travelled with friends from home. These demographics
provide an understanding to the different travel
characteristics the market prefers. It is also interesting to
note that 46% of the interviewed travellers defined
themselves as a backpacker and 24% as an independent
traveller. Moreover, as backpackers and independent
travellers are understood to have higher education on
average they have a higher desire to learn the local
culture, experience different environments, socialising,
etc. The previous tourism development plan stated that
backpackers are more environmentally sensitive
travellers. There is no research yet known that support
this assumption. Backpackers and independent travellers
have higher tendency to travel outside the mass tourism
routes which involve nature-based and cultural activities.
When these types of travellers are exposed to the non-
traditional tourism attractions they should be informed
on environmental and cultural sensitivities.
Provide environmental education for travellers with information
guides at tour desks, accommodation and tour operators for pre
and post travel.
Backpackers have a higher tendency to travel freely
without pre-arranged travel activities for flexibility than
other types of tourists. This allows backpackers to move
away from the usual mass tourism destinations and
routes to experience the more remote areas of Fiji. This
particular market also seems to be engaged in activities
more so than any other markets. With the driven need
to explore Fiji and step outside the mass tourism route,
the provision of different activities is vital.
Marketing and Promotion
Approximately 93% of the backpackers stated that it
was their first visit to Fiji and 41% reported that they
were unsure if they would return to Fiji. This may be
due to the fact that Fiji being far away from the
European market. As noted previously, majority of the
market is from the U.K and Scandinavian countries.
This does not mean that the future number of arrivals
by backpackers may decrease.
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 Fiji’s Tourism Development Plan
The most important information source for backpackers
pre-arrival and during visit was ‘word of mouth’. The
backpacker and independent market is heavily reliant on
what their friends and other backpackers recommend.
Therefore it is crucial that the Fiji tourism industry
provide experiences that exceed expectations. As Fiji
may be once in a life time visit for a lot of backpackers
and independent travellers due to distance and work
constraints, the country needs to make sure that
backpackers go back to their home country or the next
country and recommend Fiji.
Internet sites on Fiji were also a significant information
source for this market pre-arrival. The information
available on ‘BulaFiji.com’ is quite restricted to the
higher-end accommodation. Information on
backpacker-friendly activities in Fiji is perceived as
limited.
The tourism operators catering for the backpackers need to have a
more co-ordinated approach to marketing on the Internet. It is
suggested that FVB develop a backpacker/independent traveller,
(e.g with a tag line Fiji Me, My way) section to their website and
include lots of local transport information and links. Collaborate
with the Backpackers Association on relevant content, include
direct email and phone contacts.
Through the Fiji Visitors Bureau and the Ministry of
Tourism, backpacker tourism stakeholders meet on an
annual basis to raise concerns and come up with
resolutions. This is ideal to keep the industry’s finger on
the pulse of what is happening within the market and
sharing a voice in how to make the Fiji product better.
The study also showed that backpackers felt Fiji was
expensive compared to other destinations. This relates
to value for money and the level of quality backpackers
are receiving from the tourism industry. Specific issues
need to be identified by the backpacker industry and
tackled as a team to raise standards across the
backpacker industry. Nevertheless, most backpackers
were highly impressed with the friendliness of the local
staff and Fijians in general and found Fiji’s unique
culture and history interesting. This is a good point to
remember as offering a product that is highly Fijian, one
which differentiates Fiji from other backpacker
destination will be the driving force for Fiji to be a
popular backpacker destination.
2007-2016
Ecotourism
In 2003, there were approximately 170 eco-tour/nature-
based tour products in Fiji. The majority of these tours
were available in Ba province (62 tours), followed by
Nadroga (24 tours), Tailevu (13 tours), Rewa (11 tours)
and Kadavu (11 tours). The more popular ecotourism
venues in Fiji are identified as the Colo-i-Suva Forest
Park, Sigatoka Sand dunes, Bouma National Heritage
Park, Koroyanitu National Heritage Park and Tavuni
Hill Fort. The Ministry of Tourism is currently
supporting the ecotourism program to promote and
encourage community based tourism and local
involvement.
The opportunity for ecotourism in Fiji for both stand alone
accommodation products and ecotourism day tours from other
accommodation is significant.
In Fiji, the term ecotourism seems to be thought of as
smaller villager owned backpacker style developments
and there is less emphasis on nature focus and the
cultural and environmental education components. This
has resulted in Fiji creating products positioned as
ecotourism which do not necessarily meet the global
expectations for this market. As such the main
opportunity for Fiji is to reconsider what it develops
and brands as ecotourism to capture this growing
market.
According to the Quebec Declaration on Ecotourism
(the global conference held in 2002), ecotourism:
"embraces the principles of sustainable tourism... and the following
principles which distinguish it from the wider concept of
sustainable tourism:
• Contributes actively to the conservation of natural and
cultural heritage,
• Includes local and indigenous communities in its planning,
development and operation, contributing to their well-being,
• Interprets the natural and cultural heritage of the destination
to visitor,
• Lends itself better to independent travellers, as well as to
organized tours for small size groups".
Ecotourism Australia defines ecotourism as: "Ecotourism
is ecologically sustainable tourism with a primary focus on
experiencing natural areas that fosters environmental and cultural
understanding, appreciation and conservation".
Both the above definitions have a wide currency by the
tourism industry and natural and heritage resource
managers with an interest in ecotourism. It also helps to
define a market for which there is growing demand.
Oftentimes a tourist is does not identify themselves as
an “ecotourist”, but increasingly tourists seek out
destinations, products and activities which are
ecotourism by the above definitions.
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 Fiji’s Tourism Development Plan
The real opportunity for Fiji is to further develop
tourism product which actively present Fiji’s culture and
natural areas, tourism with a natural area focus. In
many instances this can be achieved through minor
modification of the existing tourism product, existing
tourism accommodation which is sustainable and
located in a relatively natural area (coast, island,
mountains etc.) with a nearby village has all the essential
attributes to create a world best practice ecotourism
product by adding proactive presentation of nature and
culture (presentation which includes an entertaining, yet
education component). An existing tour can add
support for local conservation, nature and cultural
interpretation etc. to create ecotourism.
It is important to recognise that the above definitions
and comments on tourism product above are not
necessarily “badges” that potential tourists put on their
preferred tourism product, however tourism products
which meet the elements of ecotourism are highly
successful and demand is growing significantly. This
growth is from markets and market segments which are
Fiji’s target markets (particularly Australia, New Zealand,
US and UK).
Ecotourism is not necessarily a prime focus for a tourist,
rather it can be part of the experience, e.g. staying at a
normal resort/ hotel yet choosing ecotourism tours and
experiences (over 90% of visitors to Cairns go on one
or more ecotourism product tours to the nearby Great
Barrier Reef or world heritage listed rainforest). As such
it is important to recognise that ecotourism is not just a
whole segment of potential visitors to Fiji, but also a
preferred product type for tours and activities.
Ecotourism is not necessarily small and/or rustic
products. One of Australia’s largest resort chains,
Voyages Hotels focuses on ecotourism, it sells to the
whole segment of the tourism market, yet its unique
selling points are the essentials of ecotourism (as well as
great facilities, service, places etc.). Many of the most
successful tour operators in Australia are ecotourism
and their unique selling points in their marketing focus
on the elements of ecotourism (e.g. Skyrail, the
rainforest cableway, Down Under Tours in the desert
and Cairns, Quicksilver Connections and Fantasea, reef
tour operators).
Specific strategies to grow ecotourism in Fiji are:
• To add cultural and natural presentation to existing Fiji
ecotourism products so that they meet market expectations.
• To add ecotourism elements to existing accommodation and
tour products and promote them as ecotourism experiences
(without in any way detracting for the present competitive
position).
2007-2016
• Recognise the potential growth in the ecotourism sector and
encourage new tourism products to be established in this sector.
The recognition of ecotourism products in Fiji should
be restricted to ecotourism as it is defined globally.
The key opportunities to develop ecotourism products are:
• To further develop nature based attractions and ecotourism
tours to visit these (such as the Sigatoka Sand Dunes, sites
in the western highlands and potentially Abaca near
Lautoka).
• To promote Taveuni as a major ecotourism destination and
work with the existing industry to develop the overall
ecotourism products (include elements of ecotourism in the
accommodation product and link in the unique natural
attractions including Bouma).
• To develop ecotourism products in the highlands and create a
mountain ecotourism products with sites as attractions and
some accommodation.
• Any development in remote islands could be ideal to focus on
ecotourism as this could be unique selling point for area, in
particular Lau, and to a lesser extent Lomaviti and Kadavu.
Shopping
Shopping is one of the world’s most significant tourist
activities. International destinations such as Hong Kong
and Singapore focus on shopping as one of the major
attractions on offer in their tourism marketing and
branding. Fiji has fallen a long way behind these leading
shopping destinations in what is a highly competitive
marketplace. Nevertheless, Fiji has the ability to
maximise the benefits from its current shopping status
and expand its potential opportunities.
There is little data available to help understand the
current spending patterns of visitors in Fiji. According
to the IVS 2004, on average, visitors spent only 13% of
their total expenditure on shopping. In other tropical
destinations such as Hawaii shopping is such a lucrative
part of the tourism industry that data is produced which
details shopping expenditure by tourism segment.
Fiji needs to conduct a more comprehensive analysis on the
spending patterns of visitors by market as the type of products and
services each market purchase can differ.
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 Fiji’s Tourism Development Plan
The 1998 Plan recognised the deteriorating status of
visitors’ shopping experiences and suggested several
options for Fiji to undertake. One of the
recommendations was to create a handicraft quality
trademark or labels that identify the craftsperson of the
product. This was implemented by the Department of
Culture and Heritage which resulted in the Label of
Authenticity strategy. The purpose of the strategy is to
protect and elevate the value of indigenous Fijian and
Rotuman artists and to provide quality assurance for
consumers.
Another recommendation was to re-introduce
downtown duty free shopping. Fiji was proactive in
promoting duty free shopping some 40 years ago and
had some effective results. However, deregulation,
failure of competitive pricing, and a lack of emerging
shopping centres lead to Fiji falling behind other
international shopping destinations.
Introduce a VAT tourist refund scheme for visitors.
Increase product diversity as the current products on offer are
limited to handicraft and small souvenirs.
To attract and maximise the benefits of shopping tourism, Fiji
needs to keep its traditional cultural character of Fijian products.
Additionally, support commodity products that are made locally
with local materials.
Previous research has identified that visitors to Fiji
experience low levels of satisfaction in terms of
shopping experiences. This situation has been
influenced by various factors, not least of which is a
perception of low quality customer service. This is a
crucial point to note as a negative shopping experience
can influence the overall travel experience and level of
satisfaction with Fiji as a tourism destination.
Reduce the aggressive sales approach by some shopkeepers through
high quality retail service training and education.
Additionally, the opening hours of retail shops makes it
difficult for visitors to enjoy their shopping experience.
For example, a cruise ship that docks on a Sunday in
Suva cannot engage in any shopping or dining activities
as most of the shops are closed.
Extend the opening hours of shops in tourism concentrated areas
such as Nadi, Sigatoka and Suva.
Retailers should know tour operators, cruise ships and flight
schedules and operate accordingly for a positive visitor experience.
Relevant government authorities, retail associations and
the tourism industry need to work together to provide
good shopping experiences for visitors.
2007-2016
Sports
There has been an increase in sporting events that
support sports tourism in Fiji. Promotion of Fiji as the
destination in the region that supports sporting events
will encourage the sports tourism industry.
There is a mismatch of sports facilities in the east and
accommodation in the west.
Recognise the potential opportunity sport tourism events can have
to local areas and in particular promote sports event in Suva that
will support the level of local accommodation.
Business Tourism - Suva
Suva city, the capital of the Fiji Islands is the political
centre for the nation. It also is a commercial and
educational centre not just for Fiji but also for the South
Pacific Islands. Furthermore, it has the main port for
Fiji and hosted of the 2003 South Pacific Games. Suva
has become a multiethnic and multicultural city over the
years with indigenous Fijians (Melanesian ethnic), Indo-
Fijians, Polynesians, Chinese, Koreans and Europeans
residing in the city.
In the international travel industry, destinations are
involved in the concept of business tourism one way or
another. Suva is no exception. Due to its significance as
a hub in the South Pacific, the city has been generating
steady business tourism over the years. In 2005, the IVS
reported that 6% of the total number of visitors came to
Fiji for the purpose of Business. Not all of these visitors
would have visited Suva but it is reasonable to consider
the city as more of a business tourism destination than
other Fijian cities.
Internationally, business travel or independent
corporate travel also embraces the MICE (Meetings,
Incentives, Conferences and Exhibitions) market. In
this context Suva has facilities such as Raffles
Tradewinds, Holiday Inn and JJ’s on the Park to cater
for such needs.
Suva has many opportunities to maximise and grow its
current business tourism status. Little data is available to
understand the current scale and position of business
tourism in Suva. Therefore, firstly the profile of
business travellers in Fiji needs to be identified to
capitalise its potential.
The International Visitor Survey should include movement,
activities, length of stay, type of business, etc. of business travellers
in the questionnaire. Conduct separate analysis of this segment.
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 Fiji’s Tourism Development Plan
Destination Suva, an industry driven organisation
promoting Suva as a tourism destination, works closely
with the Ministry of Tourism and Suva City Council.
The organisation is also represented through the Cruise
Operators Committee encouraging Suva as an
international stop-over cruise destination. With the
Ministry of Tourism, Destination Suva has produced
Suva attraction brochures for the cruise visitors. This
information can also be used for business travellers who
are staying an extra day or two to explore the city.
Ministry of Tourism continue its relationship with Destination
Suva and Suva cruise stakeholders to promote the various
attractions.
As business travellers are understood as a short-stay
high yield market it is crucial for Fiji to develop daily
and weekend activities to prolong their stays. Suva
offers modern and historical buildings such as the
Government House, Suva Museum, Parliament
Complex, Centenary Church, etc. There are also Albert
Park, Ratu Sukuna Park and Botanical Gardens for
nature-based activities. The Handicraft centre and Suva
market are also attractions that provide authentic Fiji
experiences.
Day trips outside Suva to Mosquito Island, Arts Village
in Pacific Harbour, Colo-i-Suva and extended weekend
trips to Tailevu or the Lomaiviti group are ideal for
business travellers.
Recognise the importance of business tourism, particularly to the
Suva tourism industry. Create and produce various daily activities
for the business travel market. The products and services should be
promoted in the business market accommodations in Suva.
Domestic Tourism
The Bureau of Statistics, estimated that domestic
tourism creates a daily demand 657 rooms in 2003. It is
likely that will grow to the order of 800 room daily
demand with the life of this Plan.
The focus of this Plan is on international tourism and
creating a benefit from tourism to the nation. Domestic
tourism has relatively low demand and it has little role in
either stimulating economic activity or spreading the
economic benefit of international tourism through
regional prosperity (e.g. if there was a high local demand
for tourism in remote areas).
There are however areas where Domestic tourism is a
vital part of the tourism industry. Most hotels in Suva
have a high proportion of Fiji residents staying (mostly
for business, but occasionally also for city visit). Further
many hotels in places such as Rakiraki, Lautoka and
Labasa primarily focus on domestic tourism.
2007-2016
Domestic tourism is relatively small at this point. It
distributes money around Fiji’s economy, rather than
bring money in as Foreign exchange earner (which
international tourism does). It crates demands for
imports, but also assists with creating demand for local
products and services and helps regional/rural areas.
Overall the growth of domestic tourism is a net benefit,
however it does not deserve priority given the
substantially greater economic benefit from
international tourism
Other than to recognise domestic tourism as an important
component of the overall tourism industry, there are no specific
strategies for the development and/or promotion of domestic
tourism proposed.
Timeshare
Whilst the tourism product itself usually remains
apartment style accommodation, timeshare is a product
which can be uniquely identified in Fiji. As at early 2007
there were 184 timeshare units in four timeshare resorts
in Fiji: Fiji Palms Beach Club (14 Units, shared by weeks
since 1983), Malolo Lailai Lagoon Resort (20 Units,
weeks, since 1991), Naigani Island Resort (12 Units,
weeks, since 1999), TrendWest (138 Units, shared by
points, since 2000 with additional units proposed for
2007).
The concept of Timeshare is that once construction is
completed, each unit is divided into fifty-one parts being
a period of a week each, with one week set aside for
maintenance. A week usually commences in the late
afternoon on a Saturday and finishes in the morning of
the following Saturday allowing time for the unit to be
serviced. The purchaser buying a week in the property
secures full rights of ownership including the rights to
the exclusive use of the resorts facilities. There are
various types of timeshare schemes, time based
(common membership of whole property), right to use
(lease for a period from an overall owner), points (rights
to use a number of resorts within club, often penalty for
other resorts and/or peak periods), co-share (essentially
fractional ownership), unit trust. The various models
have a variety of arrangements for management,
maintenance and other operating costs sharing.
The Fiji Timeshare Association was formed in May
1996.
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Presenting Fiji
Fiji can grow as a unique destination, not as a generic tropical “resort” but through
presenting Fiji and ensuring that aspects of Fiji’s culture, society, landscape and
culture pervade the experience and surroundings of visitors.
Creating a Fiji Character
“Fijianess”
Fiji’s present tourism product offering of tourism
accommodation and attractions provides for a wide
variety of experiences and surroundings (landscape and
built form). It is vital to continue to encourage diversity.
Yet within this desire for diversity it is also highly
desirable to encourage a “Fijianess” in the emerging
character of Fiji’s tourism product.
The overall aim is to ensure that whilst a diversity of products will
be developed, Fiji as a tourism destination emerges with a unique
character, a “Fijianess”.
This Fiji character will ensure the destination retains a
unique product profile, this serves well for Fiji’s
competitiveness into the future.
The creation of a Fijian Character is not just having a
tanoa (kava bowl) nearby or having thatched bures, it
should be embodied in Fiji’s tourism product and brand
to capture, encapsulate and nurture aspects of Fiji in
master planning, building form, interior design, artwork,
landscape design, hospitality, food and beverage,
activities, retail, presentation and interpretation.
The opportunity is to celebrate Fiji in a wide variety of
ways, using a mix of experiences, places and structures.
It is the mix and emphasis of the variety that can be
embodied in the various individual tourism products
that will create a diversity, yet as a whole reinforce the
Fiji Character and brand for the destination.
It must be emphasized that this Fiji character is not juts
indigenous Fiji, but should celebrate Fiji’s multi ethnic
society.
2007-2016
© Architects Pacific
Fiji Character in Experience
Fiji’s tourism product is well regarded for its unique
Fijian experiences. As a sun, sand and sea destination,
Fiji is the typical Pacific Island destination. The
experiences offered are often typical of the aspirational
island holiday. Beaches, grassy expanses shaded by
coconut palms, boat cruises - water sports, snorkelling -
diving, forested islands and coastlines, low rise - low
density coastal/island resorts, horse riding along
beaches, outdoor dining, landscaped resort grounds
with swimming pools and activities such as golf, tennis
and volley ball are all aspects which are fundamental to
the Fiji tourism experience and must be part of the
product mix to meet the market’s expectations.
However, the above attributes are provided by a myriad
of tropical tourism destinations worldwide, they are not
unique to Fiji. They are essential elements which must
be delivered well, yet they do not provide a point of
difference which Fiji can capitalise on.
Fiji has a number of aspects which help to create the Fiji
character in the experience visitors have. The old
marketing tag line “miles of isles, isles of smiles”
captures the smiling, friendly character of the
indigenous Fijian. This is reinforced by a friendly
community in villages and towns and among the
tourism industry with a high standard of “friendliness”
by staff at all levels. While this friendly image may have
been ‘bruised’ in recent times due to political instability,
nevertheless, the underlying strength and depth of the
genuine ‘friendly character’ does enable the important
image rebuilding.
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2007-2016

From a historic standpoint, Fiji’s version of tropical

architecture is still seen to be the ideal architectural
approach with emphasis placed on the buildings’
relationship with nature - one of the key motivators for
tourists to visit Fiji is to experience an alive, but foreign,
culture, with age old traditional values.
In order to enhance a Fijian character, it is desirable to implement
a holistic design approach which responds to both nature and
culture.
Response to Nature
The design/layout should respond to the site conditions and be
© Fiji Islands Visitors Bureau related to the ‘place’, hence the building form should vary from
There are a number of activities, uniquely Fijian which place to place without resorting to significant tree removal or earth
can be presented to guests to provide a unique Fiji moving.
experience: meke (traditional dance), formal yaqona A closer look at local building forms shows subtle
(kava) ceremony, lovo (traditional in ground oven differences between the various styles of traditional
banquet), fire walking, handicraft making (e.g. weaving), buildings which can be further enhanced to create a
the nightly “grog” session (informal kava drinking often unique style for an individual resort.
accompanied by guitar singing) and the guitar and
Response to Community
singing band welcoming and fare welling guests (e.g. Isa
An inclusive, rather than exclusive approach should be followed.
Lei, the farewell song).
Agreement reached between government, stakeholders,
There are also opportunities for highlighting Fiji’s
landowning units and the local community should be
diverse cultural heritage through incorporating multi-
part of the design processes from the embryonic up to
cultural celebrations into the annual resort schedule (for
the consolidated stages of the master planning process.
example Diwali, Eid, Chinese New Year, the Moon
Cake Festival etc.) Holistic Approach
Design should be driven by catering for the well-being of the
Within the context of the product offered, every tourism product
landowners, investor, local community and natural ecological
should have aspects of it which embody Fijian experiences.
systems.
Another unique and important characteristic of Fiji is
The norm for designing against/despite nature has long
that Fiji’s society comprises other cultural groups,
gone since it only facilitates problems and often a poor
particularly those with Indian and Chinese heritage. This
tourism product. The design approach should embody
further differentiates the Fiji experience compared to
sustainable design principles and be holistic in meeting
competitor Pacific destinations. Fiji is a multi-cultural,
objectives. Providing services that do not add to
multi-ethnic destination that is truly representative of
pollution of the sea water/reefs, nor the natural
the “cross-roads of the Pacific”. This creates a unique
vegetation, the air we breathe and the land itself.
diversity that is most strongly expressed through the
local cuisine, which is a blend of traditional Pacific styles
(earth oven cooking, root vegetable/seafood etc.), Indo-
Fijian delicacies and Chinese-Fijian specialities.
Within the context of the product offered, every tourism product
should have aspects of it which embody the diversity of Fiji’s
cultures.

Fiji Character in Design

Fiji Character can be reflected in design by submitting
to the landscape and reflecting the indigenous
architectural forms and traditional culture of the islands,
often incorporating the use of traditional materials
(thatch, masi cloth, bamboo paneling, logs and bush
poles, carved timber panels etc). © Architects Pacific

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© Architects Pacific
Fiji Character in Site Planning
Within the Landscape Context
The fundamental approach to site planning should be to adopt the
site landforms (topography, drainage and coastal elements) and
vegetation as features which comprise the landscape not to be
dominated by the buildings and infrastructure but to form the base
from which the design (and ultimately the visitors experience) is
based.
The approach does not only submit to the landscape
but reflect the indigenous architectural forms and
traditional culture of the islands, often incorporating the
use of traditional materials (thatch, masi cloth, bamboo
paneling, logs and bush poles, carved timber panels etc).
Fiji Character in Built Form
An organic approach which recognizes the requirements
to create the proposed tourism product and
simultaneously has reverence with nature creates a
unique building form. The built form can also reflect a
combination of traditional and contemporary building
techniques providing diversity and the vitality needed
for a unique tourism experience.
The built form of new tourism structures should embody a Fiji
character, through roof form, horizontal and vertical separation,
natural ventilation, low “mass” buildings, low rise and external
building materials/surfaces.
While the bure roof form is a strong symbol of
traditional Fijian architecture, it is understood that this
form is not necessarily applicable to modern
construction methodology in Fiji. However, the organic
quality of the bure roof does give a special character to
resort buildings. Natural roof finishes could be
encouraged over exposed profiled metal sheets. The
intrinsic requirements of thatch would give the roof
forms a subtle reference to the traditional bure. The use
of timber shingles would also give an organic quality,
not alien from the environment.
2007-2016
Expression of the roof form and structure would also
provide a reference to traditional building styles. Beyond
this it also help with the natural tempering of the
internal climate. Hot air can be allowed to rise in to the
roof void and vent at high level.
Commercial demands often require a high density of
guest room accommodation, however the large concrete
building block often does not make best use of the
environment is which it sits.
Development requiring high density accommodation
should pay particular attention to the articulation of
these blocks. For example the blocks could be staggered
in both plan and section, naturally breaking up the long
ridge line and accommodating level changes in the site –
or trees and rock formations.
Circulation corridors may be separate from the building
and link closely to the natural landscape forms. This
would help break down the scale of the building block,
but also provide the guest with a tropical landscape
experience when accessing their room.
While Fiji is a tropical region and humidity levels can
become unpleasant at night, for the most part of the
year the cooling sea breezes and lower humidity levels
are very pleasant. Air conditioning will inevitably be a
requirement by many guest, but built spaces should be
designed such they do not rely on air conditioning and
can be opened up to the external environment.
Breaking down the ‘mass’ building block will help air
flow and enable more openings to be included in the
external walls. It will also facilitate a closer relationship
with the Fijian landscape.
© Architects Pacific
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Fiji Character in Landscaping
The landscape design first and foremost should accentuate a
tropical setting and should enhance the architectural, artwork and
interior design composition.
The use of an abundance of natural flora together with
the deliberate placing of elements such as stone
arrangements, landscape lighting, pools and water
features serves to enhance the experience of visitors.
Visitor’s Experience
It is no longer adequate just to provide room, board and
a beach - however beautiful.
The landscape design should capture the essence of Fijian character
and create an environment that arrests a visitor’s attention.
The landscape design should consider the visitor’s
experience and be integrated with the variety of
activities offered. A quality holiday environment enjoys
high market demand.
Conservation of Nature
A thorough tree and topographical survey of the site
together with an understanding of all the relevant
historical information is always a catalyst for the best
design solution.
Preservation of significant landscape features and their natural
enhancement for better appreciation and integration is an essential
factor for a responsive design.
Energy Conservation
Landscape features can contribute significantly to the
protection of built property and there is a need for
respect of nature’s impact on the area. Trees and shrubs
can be used for shading from direct sunlight as well as
directing hazardous wind away from a building whilst it
can also be diligently used in conjunction with the
building composition to improve cross ventilation by
the careful placing of these elements to generate the
pressure differences required.
2007-2016
Fiji Character in Interior Design
An extension to the built form and architectural design, the
interior design component of a building or dwelling can be
presented as the repository of ethnic values that involves the display,
enhancement and dissemination of cultural and traditional Fijian
heritage image.
Attention to detail, coupled with ergonomic
considerations and functionality are key components of
interior design. The clever use of materials with the
careful inter-play of light and shade and encouraging
natural elements to be part of the interior brings life
into an otherwise possibly staid concept. Being a key
component for a good design, it is suggested to include
the following proposed attributes:
Embody Fiji’s Culture
Best practice is the improvisation of Fijian traditional building
methodology but in a contemporary, innovative way as the basis of
interior design.
There are endless opportunities for bringing in cultural
identity to accompany a contemporary directive drawing
organic admonition. Symbols of native economy are an
obvious choice, where fish traps, woven basketry can be
employed in the display of lighting / lamps, artwork or
wall partitioning systems either literally or through
material / textural interpretation. Indigenous artwork is
also an invaluable resource and can be employed in
innumerable detailing, ornamentation and adornment to
modern themes – adding carved, painted or textural
relief to furniture, doors, posts, beams, walls and
flooring.
Reference to traditional architecture – the use of organic,
textural linings, expression of posts + beams, an
apparent example; look at how ‘magimagi’ bindings at
once conceal and celebrate junctions.
Internal spaces should be a living testimony of a
modern approach to the changes in the culture while
still observant and aware of Fiji’s heritage. It needs to be
a source of awe, appreciation, pride & inspiration to
guests and owners alike.
The other cultures of Fiji can be represented in interior
design through the integration of ethnic soft furnishings
(the use of sari fabric for colourful cushions for
example), artwork and cultural artifacts.
It is important to recognise that Fiji’s culture includes other
cultures, particularly the Indian heritage and this can be presented
in a way which brings out the diversity of Fiji, a unique aspect
when compared to near pacific tourism competitor destinations.
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A place to relax where one finds peace, harmony and

being separated from the outside world, the space
should enhance the regeneration of one’s life. Where
possible articulation of a high ceiling can be a major
factor in expressing openness of space, and hence the
calmness of a refuge.

Integrating Artwork
The artwork of Fiji’s tourism properties should embody Fiji’s
cultural and natural heritage.
Artwork may be referred to as the signature of any hotel
or resort operation, hence it should be bold and have
© Architects Pacific
strong traditional and cultural connotations.
Embody Fiji’s Nature Fiji character in artwork need not be restricted to local
In addition to depicting the culture of Fiji, there is a great Fijian artifacts and handicrafts, it can embody the local
opportunity to embody nature, and Fiji with its coral reef and natural landscape and biodiversity. Artwork can also be
volcanic island landscape in the midst of the Pacific has a wide extended to include textile design, ranging from the
variety of natural aspects which can be presented as part of the composition of fabrics, soft furnishings through to staff
interior design. uniforms. These can also be used to represent Fiji’s
cultural diversity. Young fashion designers in Fiji have
Already many resorts celebrate nature with turtles,
led the way in this area through innovative designs such
whales, dolphins, sharks, coral, seashells, native palms
as salwar kameez and saris made from traditional
being presented in many ways from tile mosaics, timber
indigenous Fijian fabrics and textiles designs – a tangible
carvings, and live presentations (aquariums and indoor
and material means of representing Fiji’s multi-
plants etc.).
culturalism if applied to the design of staff uniforms.
Bringing the Outside In
There can to be a strong link to the outside landscaping, a Artwork which represents the rich history and multi-
continuation when translating the architectural experience in the culturalism of Fiji that blends with the rest of the design
interior. composition will always achieve good results. It can be a
major component to creating the Fijian character and
Transparency and continuous functional flow blurs the reinforcing the uniqueness of “Brand Fiji”.
line between ‘inside’ and ‘outside’ – natural lighting,
breezes and open spaces are big factors which can It is important that a Fijian Character upholds the
create the tropical, island, character. Fiji has the unique authenticity and values.
extraordinary opportunity in the tropics to landscape Historical Reference
our interiors almost as well as the exteriors. Can be used to accentuate historical background and be
a symbol of hope and prosperity for future generations.
Timeless Integration
The materials used should be durable and add long-term A source of inspiration, even envy, of this generation is
value to the project. The inter-relationship of the possibly to emulate the achievements of our ancestors.
different components of a single or collaboration of
spaces should merge to form a harmonious entity
presenting a Fiji character, the product of perceptive
and careful design.
The use of Fijian natural and organic materials plays an
important role.
The rawness of timber, stone, sand, woven matting
when juxtaposed with more progressive materials like
glass and metal can have the intelligible effect of
harmony and balance in a space.
Refuge
Fiji’s tourism is selling leisure and often the concepts of solitude
and relaxation,(a refuge) are vital to the relaxed, Fijian, “Bula”
culture. © Architects Pacific

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Not all handicrafts offered need to be exact replicas of

traditional items, nor should all commodities sold to
tourists embody traditional aspects. There is however,
the opportunity with both to present Fiji’s multi-cultural
and natural heritage in the retail products offered. There
is also opportunity to promote contemporary, multi-
cultural art as part of the tourism product, for example,
through local art galleries and art shows (the RoC
market as an example). At the moment, these are not
readily available to tourists.

Fiji Character in Food and

© Architects Pacific
Beverage
Landscape/ Natural Reference Fiji’s tourism character is already and can be further enhanced by
Fiji character in artwork need not be restricted to local offering Fijian food styles and products food and beverage.
Fijian artifacts and handicrafts, it can embody the local
Lovo, Kokoda and Tropical Fruit…
natural landscape and biodiversity.
Fiji’s cuisine is unique to Fiji, in few other pacific
Branding destinations do the local inhabitants consider a hot
This could be used effectively having traditional Indian curry a staple food!
connotations with the clever combination of modern
Food presentation also sets apart this character from
products and ideas. Typically a Fijian style of branding,
others in the region.
signage systems, etc. that blends with the rest of the
design composition always achieves good results can be
a major component to creating the Fijian character.

Fiji Character in Retail

Contemporary Art & Handicrafts
Fiji’s tourism character can be further enhanced with a greater
diversity of locally made artifacts and commodity based handicrafts
in traditional and contemporary styles.
The use of Fijian art and handicrafts in retail should be
encouraged. Handicraft skills could be developed
further in the search for new ideas in giftware as this is
another key potential contributor to Fiji creating a
unique character.
It has been noted that there has not been any significant
change in the type and quality of handicrafts on sale to
visitors in recent years. This has adversely affected Fiji’s
reputation as a place to buy valued memorabilia. It also
represents lost opportunities for local handicraft and art
producers.
There are two important aspects in this regard,
authenticity and commodity value. The authenticity of a
product increases its value as a artifact. This is
particularly important in the creation of replica artifacts
(e.g the tanoa, or war clubs). Whereas there are also
commodities which are based on original artifacts in
terms of materials, design or motif (tapa cloth handbag).
© Architects Pacific

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 Fiji’s Tourism Development Plan
© Fiji Islands Visitors Bureau
Fiji’s traditional cuisine perhaps is best embodied by the
lovo or ground oven cooking of root vegetables and
meat (pig, fish etc.). There are also signature dishes such
as the kokoda (raw fish in lime and coconut juice) which
are put to great effect. Kokoda is offered in a variety of
forms from one resort serving “shot glasses” as
appetisers and another serving it in intricately carved
coconut shell, complete with chillies and a salad garnish.
Whilst the traditional root vegetables of dalo and
cassava are not considered exotic by many tourists some
“traditional” food derivatives such as breadfruit chips
bring out a Pacific flavour to the humble potato chip.
Tropical fruit and “tropical” presentation (the use of
baskets, carved timber bowls and the banana leaf style
presentation) all add to the Fiji ambience in presentation.
The Indian curry brought about by the heritage of a
significant proportion of Fiji’s population has been
widely adopted. It is successfully used in a wide variety
of dishes, some of the best of which combine the
seafood/ tropical aspects with Indian curry.
Although there are unique elements to Fiji’s traditional
cuisine, the base products (seafood, root vegetables,
coconut milk etc.) are ubiquitous to all tourist
destinations in the South Pacific. Even the “signature”
lovo of Fiji is mirrored in other countries’ hangi, umukai
etc., as is kokoda, which is seen in the various iki mata,
poison cru dishes etc. of other Pacific nations.
Fiji’s multi-cultural society however, introduces a unique
aspect to the cuisine of Fiji. The Indian curry brought
about by the heritage of a significant proportion of Fiji’s
population has been widely adopted. It is successfully
used in a wide variety of dishes, some of the best of
which combine the seafood/ tropical aspects with
Indian curry. Chinese-Fijian food is also a unique
element of cuisine in Fiji.
2007-2016
With the range of excellent tropical product, combined
with the unique multi-cultureless of Fiji, there exists the
opportunity to create a contemporary fusion “Fijian
cuisine”, that represents the best that Fiji has to offer,
presented in a unique way, pleasing to the tourist palate.
Use can also be made of the unique nutritional qualities
of indigenous agricultural products through the
development of a Fijian “spa cuisine”, thus tapping into
the lucrative health or spa tourist market.
Fiji has its unique drink Kava (yaqona), often drunk
timidly with some distaste by tourists and rarely seen as
a replacement for cool tropical beverages. Apart from
kava, there are no signature Fiji drinks (e.g. a specific
cocktail, local wine or even world famous coffee).
However with the local mass produced and boutique
beers and the distillery producing some spirits there is
an opportunity to further develop “Fijian” drinks to add
to the unique character. The development of more
access to fresh tropical fruit and vegetable juices is also
an opportunity to enhance the profile of food and
beverage offerings in Fiji.
“Fiji WaterTM”, with its international success, has helped
create international awareness of the country and create
a perception of the pristine environment.
The Fiji food product can also be further enhanced
through the development of “value added” products
such as locally made jams and jellies, chilli sauces and
specially packaged local products such as coffee, spices,
sugar etc. Not only does this highlight Fiji products, it
creates small business opportunities at the community
level.
Fundamentally, issues of food safety, hygiene and
presentation must be emphasised to ensure a well
prepared meal to the enjoyment of the visitor.
Development and Design
Guidelines
Planning Legislation – Resort Form and Density
The Town Planning Act 1978 and the subordinate General
Provisions 1980 provide the ongoing legal basis for the
planning and control of development. The Provisions
provide for three levels of maximum density for hotels
and private hotels:
• Type A is for cottage or bure styles of low density
– 12 bedroom units per hectare (up to 25/ha if
scenic outlook), single storey construction,
minimum site area 2.0ha
• Type B is for Resorts and Private Hotels in rural
areas – 37 bedroom units per hectare (up to 75/ha
if scenic outlook), maximum 3 – storey construction,
minimum site area 1.2ha.
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 Fiji’s Tourism Development Plan
• Type C is for Urban and Private Hotels outside the
CBD areas – 100 bedroom units per hectare(up to
175/ha if scenic outlook). Maximum 3 storey
construction, minimum site area 0.4ha.
Where sites have a scenic outlook over water or open
space, density may be increased to the higher limits
indicated above. In all other areas (residential, civic,
commercial and rural), hotel developments are classified
as “Conditional Use” with development subject to
specific requirements of the Act.
The Town Planning Act and its subordinate legislation should be
reviewed and the following provisions considered for adoption.
The maximum density for smaller island resorts (Type A) should
be reviewed such that any density above 5 units per hectare show
that there has been adequate provision on site for the area required
for onsite wastewater treatment and any land disposal of solid
waste.
For all Type A development the maximum building height of one
storey should be strictly enforced. However building forms that use
multiple floor levels and flowing roof lines should be considered
provided at any one point there is only one storey.
The provisions of the Act which allow for special cases to be made
for increasing density should be removed. Other than in city areas
these density provisions should be strictly enforced.
The Regional Prosperity sections outline the rationale
for limits on overall resort size for certain regions. In
remote areas larger resorts increase a drain on local
resources and have the potential to increase social and
ecological impacts. In particular larger resorts in remote
areas, near smaller villages can create employment
which attracts additional people to settle in villages and
can create social upheaval. There is a fine line between
creating local prosperity with employment (which is
highly desirable) and causing undesirable social impacts.
The overall maximum size of resorts should be set for specific
areas and regions:
• Island resorts (those without road access) should be able to
show that there is adequate accommodation for staff either on-
site or in nearby villages for at least two staff per bure/room.
• In the Yasawas, Kadavu, Lomaiviti and Lau the maximum
size of any resort should be 25 bures/rooms. In these areas
rooms should be detached bure style.
Any consideration of special dispensation of the above should be
strictly on the basis of a rigorous assessment of the social, cultural
and ecological impact. A precautionary approach should be taken
and perhaps staged approval offered, with re-assessment of social,
cultural and ecological impacts after the establishment and
operation of an initial modest stage prior to approval for resort size.
In essence, any approval for increased density should not just have
an acceptable negative impact but should be required to
demonstrate benefits.
2007-2016
Building Controls
The National Building Code was established and
enacted during the life of the 1998-2005 Plan and
appears to be providing for necessary building standards
when applied.
There are some issues of existing tourism resorts,
particularly some of the older island resorts and remote
backpackers/ecotourism properties where the National
Building Code has not been enforced (or did not exist at
the time). Whilst traditional design and rustic
approaches to buildings create atmosphere and
character, it is important to ensure that critical safety
aspects are still addressed.
A process of “regularization” to ensure that older resorts move
towards compliance with critical safety aspects of the Building
Code should be adopted over a five year period.
Presenting Fiji
Billboards and Roadside Litter
There have been sporadic attempts to remove unsightly
Billboards and undertake roadside litter cleanups. Whilst
thematic roadside signage can have a role, presently the
tourism amenity of major highways is affected.
It is suggested that a vigorous anti-billboard policy be enforced and
that further anti-litter community education be implemented
(reinforced with substantial fines for littering).
Exceeding Expectations
Tourists, as consumers, have a great deal of choice
when it comes to their decision for a destination. At the
same time that the market is becoming more
competitive, consumers are becoming more discerning,
with higher expectations of quality service provision.
Tourists not only expect good service and care, they are
demanding it. Failure to meet these expectations can
have a detrimental impact on the industry as a whole.
As Fiji’s tourism industry matures and grows,
consumers’ expectations will also continue to grow.
The industry must address the challenge of not only
meeting tourists’ expectations, but exceeding them.
Although tourists’ needs and expectations are different,
there are generic strategies that can address exceeding
expectations on a broader level.
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© Fiji Islands Visitors Bureau
The Bula Spirit
In the late 1990’s a program of “Bula Host” was
proposed, somewhat modelled on similar programs
from Canada, Australia and New Zealand. Bula Pride
was established by the Ministry of Tourism and was an
early success, however in 2005/6 it was contracted out
and up to early 2007 there had been little activity. A
decision had to be made as to whether to reinvigorate
the program with Ministry of Tourism resources. In
early 2007 the Tourism Action Group commenced a
cooperative program with the Training and Productivity
Authority of Fiji (“sharing the Bula Spirit”).
Continue to support a national level customer care programme
such as the Ministry of Tourism’s “Bula Pride” or the Tourism
Action Group/TPAF “Sharing the Bula Spirit” and offer it as
pre-service and in-service training.
Hospitality Standards
There is a wide variety of standards of service for
hospitality within Fiji’s tourism industry. There are
world class properties where the standard of service
meets best practice. Yet the standard of service even at
many premium properties often fails to meet
expectations. At some budget properties standards of
service (even though the visitors expectations are
reduced) do no meet basic expectations.
No tourism destination has completely excellent
hospitality across its entire tourism product. Fiji’s
tourism has grown in recent years and as such it could
not be said that the standard of service has restricted
growth. As such the situation is not at all bleak (there
isn’t a major problem to be fixed). However, there are
opportunities to increase customer service standards
and the demand for skilled staff will only increase as
growth continues.
2007-2016
Improve food quality and service through enhanced training
opportunities.
Meeting Price Expectations
There are often concerns about pricing of tourism
products, by its nature tourism creates expectations of
high standards of product, services and hospitality. Yet
whilst Fiji has captured the luxury, high end market well
with some exclusive resorts, many visitors buy Fiji on
fiercely cost competitive packages usually involving air
travel, transfers and accommodation. These visitors are
often somewhat price sensitive to pricing of food and
beverage and ancillary services.
Some resorts do offer meal packages and indeed one
thriving Coral Coast property is offered as “all
inclusive”. These can help to reduce problems of not
meeting expectations as the food prices are known in
advance.
There are many aspects which can assist Fiji bring down
the costs of services, the prime one being to increase the
use of local produce and reduce reliance on imports for
basic food stuffs etc. However, fundamentally the costs
of providing a high standard of service and quality
products in a remote small island nation in the midst of
the Pacific Ocean will always have a price premium over
some other destinations.
Fiji needs to constantly evaluate it price competitiveness
and as an industry ensure value for money is offered
and unrealistic expectations are not created in marketing.
Whilst no market survey was undertaken as part of the
development of the Plan, anecdotal evidence from the
tourism industry within Fiji, wholesalers from Australia
and New Zealand that were interviewed and other
tourism stakeholders indicated that Fiji’s price
competitiveness for both the air/accommodation
package and transfers, tours, food, beverage and other
hospitality services had significantly reduced in the
previous three years. The situation from 2007 will be
swayed by the discounting offered during the recovery
phase.
Engage in regular market research to ensure that Fiji’s costs are
price competitive as compared to major competitive markets.
Hotel Star Rating System
The Fiji Islands Hotel and Tourism Association has
recently introduced a voluntary star rating system for
hotels. Star rating systems for resorts are often
problematic as the ambience, high service standards
often create the product more than room fit out or fixed
amenities (e.g. providing an iron in the room, when
normal resort dress is a swimsuit and sulu etc.). FIHTA
have adopted an Australian system and whilst it was
only beginning to be implemented in late 2006 it
appeared to be providing a sound basis for rating Fiji’s
accommodation product.
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2007-2016

FIHTA should continue the star rating program and encourage Ensure that Hotel licensing standards are met and monitored.
its members to be rated. Implement a program of regularisation, moving unlicensed
properties to full compliance by 2010.
FVB and MoT should consider strategies to encourage
accommodation properties to be star rated. Tourism Excellence Awards
Fiji’s tourism industry has an annual excellence awards
Hotel Licensing
scheme administer by a trust. Awards have a role in
The government’s hotel licensing provides a minimal
rewarding excellence and providing role models for best
statutory standard for the operation of tourism
practice.
accommodation. Administration of Hotel Licensing is
by the Attorney General’s department. The proposed The Fiji tourism excellence awards should be encouraged and
Tourism Act will increase the licensing to other tourism supported.
businesses.
The licensing system creates a minimum regulatory
regime which acts as a safety net to ensure minimum
standards are met. However there are a number of
smaller tourism accommodation properties who operate
without being licensed and as such there need to be a
program to ensure these meet statutory requirements.

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 Fiji’s Tourism Development Plan
Regional Prosperity
The desired outcome is to have appropriate, sustainable tourism contributing to the
regional social and economic prosperity of Fiji.
Tourism Throughout Fiji
Tourism has essentially grown in the western area of Fiji,
focused on access through Nadi International Airport
with the main room stock in the Nadi, Denarau, Coral
Coast and Mamanuca Islands areas. However, many
other areas of Fiji have thriving tourism activity and
fulfil niches for tourism products, with some particularly
successful areas becoming destinations for their
segment/source market (e.g. Kadavu for United States
divers).
Given Fiji’s existing diversity of tourism products, characters and
experiences in the various regions, establish a planning framework
which recognises the diversity and sets out strategies to develop the
appropriate tourism for each area on a social, ecological and
economic basis.
Recognise the diversity of Fiji, but maintain the overall
presentation of Fiji as one destination, whilst some Tourism
Areas may present to particular segments or source markets as
specific sub-destinations.
Proposed Room Stock Growth
The following table sets out the currently planned
accommodation projects (Table 15). 85 new properties
and about 7000 rooms are proposed. The vast majority
of this growth is in the Nadi Corridor with hotels
proposed or being built at Denarau, Momi Bay and
Natadola (25 properties, over 3000 rooms). Other
growth areas are the Mamanucas, the Yasawas and
Nananu-i-Ra.
Regional Tourism Planning
Detailed regional planning for tourism provides an
opportunity to look at tourism opportunities in terms of
a scale of the tourism product, local linkages, ecology,
landscape and community which allows for locally
appropriate outcomes. By having a national framework
for tourism development (such as this Tourism
Development Plan) the regional strategies can be
developed within the scope of the tourism destination
and the national economic, societal, cultural and
ecological context.
The development of this Tourism Plan also saw the
development of four regional strategies: Vanua
Levu/Taveuni, Suncoast (northern Viti Levu), Yasawa
Islands and Nadi Corridor.
2007-2016
© Fiji Islands Visitors Bureau
The implementation of the regional strategies for Vanua
Levu/Taveuni, Suncoast, Yasawas and Nadi Corridor should be
integral to the implementation of the Tourism Development Plan.
The following sections set out overall strategies for each
region or precinct of Fiji. It is important to note that the
precinct or region has been determined on the basis of
the tourism context (tourism product, linkages etc.) in a
manner which ensures that the precincts are discernibly
different in a tourism sense. It is noted that in some
cases this transgresses regional, provincial and Tikina
boundaries.
The following sections set out overall guidance for the
tourism development of each region. The following
should be adopted until detailed regional strategies have
been prepared for the area.
The chapters relating to Vanua Levu/Taveuni, Suncoast
(northern Viti Levu), Yasawa Islands and Nadi Corridor
are summaries of their more detailed regional Strategies.
Further Regional Strategy Plans
The project to prepare the Tourism Development Plan
2007-2016 included the preparation of four regional
strategy plans, Yasawas, Nadi Corridor, Suncoast and
Vanua Levu/Taveuni.
There are three further regional strategies which are
considered a priority:
• The Lau Group to plan for sustainable
development which supports but does not
overwhelm local communities before development
occurs with no planning, blossoms and the
cumulative impact causes social, cultural and
ecological concerns.
• The Highlands, to develop integrated tour
opportunities linking managed cultural and natural
sites, with the additional potential for some
accommodation.
• Kadavu, to develop a plan focussing on maximising
community benefits from tourism and facilitating
appropriate tourism growth.
Prepare regional strategy plans for the Highlands, Lau and
Kadavu by end 2008.
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2007-2016

Overall Strategies for Regional
Prosperity
The challenge for regional prosperity based on tourism
in Fiji is to create benefits from tourism without
overwhelming local culture, society and ecology. It
becomes a fine balance to provide prosperity to regions
yet allow their self determination for the limits of
acceptable social, cultural and ecological change. For
some community members unfettered community
access to the beaches, rivers, coral reefs etc. is of
primacy whereas for others community development
through employment and the increasing local cash
economy that this can create is vital. Regional prosperity
can have the major benefit of reducing migration to
urban areas, whereas rapid or large scale growth of
tourism can overwhelm local communities.
An island with a village of 200, which has a 100 room
resort built on it will of course create income for the
mataqali and those employed, but only a small
Planning approvals for development should consider the preferred
tourism character for the region and any capacity limits. Any
relaxation of the capacities should be only after strict, detailed
assessment of the net benefit to the local community and economy
and no significant impacts upon the local culture or ecology.
Regional development should be supported through the cost
subsidisation from developed areas for essential infrastructure such
as telecommunications and airports/sea ports.
Regional development should be encouraged through the use of
special incentives, including for local community owned
developments and tourism products (e.g tours, natural and cultural
attractions, local bus, ferry or water taxi services etc.
Training programs should be delivered near regional developments
during their construction to maximise potential for employment.
Table 18: Proposed Additional Tourism
Accommodation by Tourism Area32
Current With Proposals
Properties Rooms Properties Rooms

proportion of the 200 odd staff likely to be employed at Cruise 8 233 8 233
the resort may come from the local village (at least Beqa / Pacific 16 270 21 861
initially until locals skills develop). As such there could Harbour
easily be an additional 100 workers living in the local Coral Coast 38 1,682 46 2,034
area, plus their families where this is provided for. Kadavu 11 80 13 208
Whether this is in staff housing, or in the local village Yasawa 29 292 44 682
has different types of effects, yet fundamentally the Mamanuca 23 808 31 1,409
island’s population of 200 has grown to at least 500 (200
Lautoka / Rakiraki 32 528 36 1,108
in existing village, 200 guests, at least 100 non local
Natadola to Vuda 65 3,365 90 6,653
village staff). Whereas, a smaller development of say 25
room, creates 50 jobs and it could be expected that the Suva 39 1151 40 1,271
vast majority of these will be able to be local villagers, Lomaiviti 10 122 12 279
out of a village of 200 this would result in nearly full Tailevu 6 45 7 90
employment of those wishing to work (i.e. other than Naitasiri 0 0 1 61
children, the elderly, etc.), with about one worker per Vanua Levu 33 294 40 791
family. A total population of 300 or so on the island Taveuni 35 194 40 298
would not overwhelm it nearly so much and have less Lau 2 6 3 26
potentially negative effects from increasing the islands Total 347 9,070 432 16,004
total population.
With limited capital available to local land owners, most
tourism development is likely to be driven by an Rotuma
investor (often but not always from overseas) with Rotuma Island is
limited involvement financially by the land owners. approximately 300km
The fundamental goal for regional prosperity is to grow tourism northwest from Viti Levu.
that supports the prosperity of the local area, not that social There is limited tourism
structures and culture of the local area need change to support with one tourism
tourism. accommodation property
available (5 rooms).
The following overall strategies support regional
prosperity, these are summarised here and further
developed in relevant sections of this Plan (e.g
incentives etc.):
32
The table has been compiled from a variety of sources
including NLTB, Hotel Aid Act data (MoT) with some
augmentation of information based on interviews with
industry and development stakeholders.
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 Fiji’s Tourism Development Plan
Tourism statistics for Rotuma are currently not available.
There is a domestic airport that is serviced once a week
from Suva with a maximum of 6 passengers per flight.
There is also a wharf that receives ferries once a month
from Suva with a maximum of 160 passengers per trip
Rotuma - Desired Character and Strategies
Rotuma: Isolated Seclusion
There is not really any proposal for a tourism focus or
growth in tourism at Rotuma. There is potential,
although with only weekly flights it requires a
particularly special interest “intrepid” traveller. There
may be some potential for attracting cruise chip visits
and cruising yachts, and there is modest opportunity for
economic benefit from these.
Yasawas
The Yasawa islands group
is situated 40km north
west of Viti Levu and
consists of approximately
20 islands stretched out
over 90km.
NOTE: This is only a summary of the planning for the
region, please refer to the more detailed Yasawas
Regional Tourism Strategy.
In 2006, there were approximately 292 rooms in 29
properties. The Yasawa group had the highest
proportion of rooms in the budget group with 56% (163
rooms). Backpackers favour visiting the Yasawas with
74% of this group staying at least one night. In 2005,
according to the Bureau of Statistics, the Yasawa islands
remained as one of the more visited destinations with
43,812 visitor arrivals. Additionally, 8.6% of Fiji’s total
visitor nights and an average of 5.2 nights were spent in
the Yasawas. Based on currently known and planned
projects, by 2016, the Yasawa group may provide 682
rooms in 44 properties with the highest percentage from
the budget group with 52%.
The main transport linkage is the Awesome Adventures
“Yasawa Flyer” with daily return trips (maximum 250
passengers) stopping over at many accommodation
properties from Kuata through Nanuya from Denarau.
Other linkages are by seaplane flights to Turtle (Nanuya
Lailai), Tavewa, Nacula and Yageta. Yasawa Island
Lodge has its own airstrip. There is also a proposal of
daily ferry services by one of the Nanuya island resorts.
2007-2016
The proposed 682 rooms will cater for 35,903 visitors at
75% occupancy (at 5.2 nights stay), whereas the Yasawa
Flyer’s capacity will now cater for over 90,000
passengers annually (say 50,000 after deducting locals
and staff travel). Consequently the existing and
proposed rooms are well served by the current transport
linkage. The backpacker market catered for by most
properties appear to accept the need for an overnight
stay in Nadi to link in with arriving and/or departing
flights. The exclusive luxury market (Turtle and Yasawa
Resorts) provide charter flights which allow less time
consuming connections with international flights.
The Yasawas has many smaller low-key backpacker style
resorts usually with individual bures (often with share
bathroom facilities). There are also two larger exclusive
luxury resorts. In recent times the more up market
smaller resorts ranging from high quality backpacker
accommodation through to small quality resorts have
been developed.
The tourism character incorporates clear blue waters
with white sandy beaches and extensive fringing reefs
and reef lagoons. The rugged islands provide a
backdrop to this spectacular imagery. The rain shadow
effect of Viti Levu from the prevailing moist south
easterlies provides low rainfall and many sunny days.
Guests tend to be entertained with resort activities,
village visits (for Mekes and lovos), sunbathing,
swimming, snorkelling, diving, trekking with some
northern guests visiting Sawa-i-lau cave.
The Yasawas is characterised by the many villages, with
all the larger islands having a number of villages.
The Yasawas also have regular small luxury cruise ship
visits (Blue Lagoon and Captain Cook), visits by large
cruise ships to Yasawa-i-rara, are a focus for yacht
cruising and have the potential to cater for a significant
crewed charter yacht industry. These aspects are
discussed in the Product Diversity section of this Plan,
but need to be taken into account in planning for the
area.
Actual charter yachts, once cruises are established will
probably use a mix of common and exclusive
anchorages. In the common sites, particularly where
there is coral in the anchorage or near by, consider
providing moorings. The aim of the above planning
process can be to develop a “permit” for crewed charter
yachts which allows them to use a series of sites (with
flexibility for weather and short/longer trips) where the
local resource owners have agreed to the use if the
locations for certain activities. Further the yachts can
know which villages wish to provide what sort of
additional activities on a fee for service basis.
Yasawas – Desired Character
Yasawas: Islands of the Sun
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The desired tourism character for the Yasawas is to
keep the islands’ “unspoilt wilderness” character with
close links to local communities and with a strong
emphasis on Fiji character (for design, activities etc.).
The main tourism styles of small resorts, local cruise
ships, international cruise ships are appropriate with the
development of a skippered charter yacht industry also
appropriate.
Yasawas – Strategies
The key strategy is to ensure that the competitive position of the
Yasawas is not eroded by too much or inappropriate development.
Maintain tourism accommodation at low density (12 units per
hectare) and smaller resorts (maximum 25 rooms or 50 beds).
Aim for one bay/beach and one village/resort. Maximum roof
height 5m and keep nestled among vegetated coastline. Avoid
eyesore, dominant scenic alterations.
The development of any major resorts of more than 25
rooms would change the character and potentially have
adverse social and ecological impacts. Specific detailed
assessment should be undertaken to evaluate any such
proposal. This should specifically evaluate the potential
social effects on the nearby villages with increased
employment and the potential for the local community
to be overwhelmed with others settling to work in the
resort.
Given that there are existing approvals for resort
developments that are substantially larger than 25 rooms,
an overall audit of the existing approvals need to be
urgently undertaken. There may be a need for a slow
down on additional leases for tourism, although a
moratorium would not be desirable as it is not equitable
to now say to mataqali who have yet to achieve a benefit
from tourism that they will miss out. However any new
development must only be for preferred tourism
(generally less than 25 rooms and only approved after a
comprehensive environmental impact assessment has
been undertaken which addresses the cumulative
impacts on the ecology, culture, society and tourism
character of the proposal and all nearby resorts (where
existing or approved and not yet constructed).
The development of any major resorts of more than 25 rooms
would change the character and potentially have adverse social and
ecological impacts. Specific detailed assessment should be
undertaken to evaluate any such proposal. This should specifically
evaluate the potential social effects on the nearby villages with
increased employment and the potential for the local community to
be overwhelms with others settling to work in the resort.
A gradual increase of ferry capacity should be facilitated once
required and/or a second ferry operator is considered appropriate.
2007-2016
There is no urgent need for any landing strips to facilitate tourism
in the Yasawas. However should real proposals emerge they should
be supported if they can be used for emergency evacuation for
community and/or tourists and can be used for general tourism
transport.
There are many issues regarding the sustainable management of
the existing tourism industry and future growth. Consider the
outcomes of the recent environmental impact assessment and
develop suitable strategies. Encourage best practice sustainability
in all operations, so that the tourism benefits are sustained through
to future generations.
Encourage the development of marine protected areas and
discourage over fishing of reef shellfish and reef fin fish in key areas
to feed tourists.
Resource and implement a program of installing sewage treatment
to all resorts.
All new properties must be water self-sufficient (not taking from a
community used resource) and provide ecologically sustainable
waste water and solid waste disposal solutions.
Encourage Telecom Fiji to establish better telecommunications
network throughout the Yasawas.
Implement a program to up-skill management and upgrade
facilities and service levels to “regularise” all existing non-licensed
resorts.
Undertake awareness training and also some specific targeted
training programs in catering, hospitality, marine safety and other
aspects of tourism operations.
Encourage the reduction of deliberate fires and encourage
reforestation of the islands.
Encourage the development of a yachting guide to the Yasawas
including anchorages etc.
Develop a crewed charter yacht strategy, with Tikinas identifying
suitable anchorages (from the resource owners perspective) and
experienced charter yacht operators providing advise on desirable
anchorages and potential itineraries (from a sailing and tourism
product perspective). Develop potential services for villages near
such anchorages such as a lovo, meke, village visit, island trekking
shell market, or guided snorkelling etc. to provide to charter yachts.
Also consider a strategy for occasional visits by superyachts.
Provide for modest growth in international cruise ship visits to
Yasawa-i-rara. Undertake consultation and a snapshot social
impact assessment in the community during a cruise ship visit.
Reconsider strategy once it is confirmed that the visits are a net
benefit to the community. If this is the case, FVB should work
with the various shipping agents to contacts the major cruise ship
lines and promote the Yasawas for their itineraries. Consider
having one of FVB’s US based officer attend the next expo in
Florida to promote Fiji and the Yasawas as a destination.
The Yasawas Task Force should work with FVB to ensure the
initial eFiji program includes the Yasawas backpacker operations.
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Yasawas Task Force to encourage a mentoring program.
Encourage more locally owned tourism ventures to provide direct
local benefits.
Review the roles of the Nacula Tikina Tourism Association,
Yasawas Tourism Association and the Yasawas Tourism Task
Force with a view to developing one forum for coordination between
the tourism industry, resource owners and the local communities.
Mamanucas
The Mamanuca island
group consists of around
20 small islands spread
across to the west of Viti
Levu. In 2006, there were
approximately 808 rooms
in 23 properties.
This area has the highest proportion of premium rooms
with 91% (735 rooms) of total rooms in this category.
In 2005, the Mamanuca islands were the second most
visited destination within Fiji with 88,341 visitor arrivals.
17% of total visitor nights and an average of 5 nights
were spent in the Mamanucas.
Pacific Sun services a maximum of 70 return flights to
Mana Island weekly and 56 return flights to Malololailai
island carrying 15 passengers per flight. There are also
regular ferry services by South Sea Cruises offering up
to 49 return trips with 3 vessels to the Mamanucas per
week carrying a maximum of 598 passengers per trip.
Beachcomber cruises service Beachcomber Island and
the Malolo Cat services Malolo island resorts. Charter
planes also service Vomo, Tokoriki, Matamanoa,
Castaway, Mana, Waidigi, Malololailai and Treasure on a
daily basis from Nadi. The variety of efficient transport
linkages mean transport linkages are not a constraint to
existing or growing tourism.
Musket Cove Resort also has a marina that can
accommodate up to 65ft vessels and a lagoon anchorage
capable of providing safe anchorage for over 100 yachts.
With the known proposed projects as at late 2006,
accommodation in the Mamanuca group may grow to
provide 1,409 rooms in 31 properties. It is likely 88% of
these rooms will be in the premium group.
The Mamanucas provide the characteristic Pacific island
resort which for many is the aspirational holiday
experience. From the early resorts at Malolo and
Castaway to the recently opened Likuliku resort, the
islands support a diversity of mid to upmarket
experiences.
2007-2016
A diversity of small coral cay islands and larger
continental islands with fringing reef and small lagoon
systems characterise the area. Resorts provide the
traditional tropical resort activities and experiences
including sunbathing, swimming, snorkelling, diving,
beach volleyball, golf, tennis, motorised and non-
motorised water sports. Some resorts, mainly Namotu
and Tavarua, focus on surfing. Few resorts offer village
visits, and cultural experiences are generally offered by
staff putting on Mekes as part of a themed
dining/entertainment evening.
The character of resorts varies markedly. Each has some
type of niche market, from the party Beachcomber to
the couples Tokoriki and Matamanoa, the
“yachting”/residential Musket Cove, the budget Bounty
to more upmarket Castaway, the surfing “Mecca” of
Tavarua to the petite Wadigi.
There are also a variety of day trip cruises for mainland
based tourists offered (from Denarau, Vuda and
Sonaisali).
The Mamanucas have only a few villages throughout the
islands, the main ones on Malolo, Mana and Yanuya.
The Mamanucas have two important roles and the
ongoing desired character must take this into account.
The first is of course the island resort and growth of
new resorts in suitable locations is appropriate.
However the role of the Mamanucas in providing day
trip destinations for cruises from the mainland will only
become more important as accommodation grows in
the Nadi Corridor (with growth in Denarau, Momi Bay,
Vuda and Vulani as well as Nadi itself) the demand for
day cruises will increase.
It will be important to segregate reef and island
destinations for use for day cruises as this demand
increases. In particular locations such as Modriki the
cays of Nukuimana and Nukuwasia and some of the
reefs may become important day cruise destinations.
Without a resort at present Navadra presents an
opportunity for some type of day access/facility/resort
to cater for larger number of day guests. Existing islands
which cater for day guest such as South Sea Island and
to a lesser extent Bounty or Beachcomber (owing to
their proximity to Nadi) may start to focus on this
market as demand grows.
Mamanucas – Desired Character
Mamanucas: Islands for Fun
There was an early strategy of ‘one island – one resort’.
In Malolo this clearly has not been implemented and
indeed the size provides reasonable opportunities for a
higher density.
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 Fiji’s Tourism Development Plan
The desired tourism character for the Mamanucas is to
provide island resorts within the scale of their local
landscape and for existing and potential growth in day
cruises.
Mamanucas – Strategies
Maintain a lower site density (25 rooms/ha), generally low rise (8
metre height limit) and mostly screened behind coastal vegetation.
Generally resorts up to 250 rooms are appropriate (depending on
site, many of the islands can only support much smaller properties).
For the remaining smaller islands adopt the one island/one resort
concept. Develop a day cruises strategy and ensure at least some
day cruise destinations are kept available for future growth of this
aspect.
Review the adequacy of sewage treatment on existing resorts and
encourage upgrading to at least secondary treatment with land
irrigation of treated effluent (tertiary level treatment is best
practice).
All new properties must be water self-sufficient (not taking from a
community used resource) and provide ecologically sustainable
waste water and solid waste disposal solutions.
Where there are villages whose prime economic input is tourism
employment, encourage industry support for environmental
protection works (particularly sewage treatment).
Encourage the initiatives of the Mamanuca Environment Society
(a sub-committee of FIHTA).
Consider a network of marine protected areas.
MoT to conduct an annual workshop with Mamanuca tourism
operators (resorts, divers, tours etc.), coordinate this with the
Mamanucas branch of the FIHTA, but invite all tourism
businesses.
Nadi Corridor
The Nadi Corridor, as a
tourism planning area
includes Vuda Point,
Nadi town, Wailoaloa,
Nadi Airport, Martintar,
Denarau island, Korovutu,
Momi Bay to Natadola.
NOTE: This is only a summary of the planning for the
region, please refer to the more detailed Nadi Corridor
Regional Tourism Strategy.
In 2006 Nadi had the highest number of
accommodation properties of all regions in Fiji. Within
65 accommodation properties there are 3,365 rooms,
which is 37% of the total number of rooms in Fiji. Most
rooms are in the premium category (53%), followed by
the high group (14%), budget group (20%) and medium
group (13%).
2007-2016
In 2005, there were approximately 180,214 visitor
arrivals with average visitor nights of 3.6, which was
32% of total visitor nights spent in Fiji. It is interesting
to note that visitors to Denarau stayed an average of 6.5
nights.
Nadi international airport is the major linkage that
services 87 return direct flights from approximately 22
international destinations a week The airport also serves
288 return domestic flights a week. Port Denarau
provides 5 jetties and can accommodate up to 100
yachts at one time in its marina. Vuda Point marina can
have up to 125 smaller yachts at one time. Queens Road
is a major linkage connecting Nadi to Lautoka, Sigatoka,
the Coral Coast, Pacific Harbour and Suva. It is
approximately 182km from Nadi to Suva.
The concentration of tourism development is expected
to continue to focus in the west of Viti Levu as at late
2006, there were proposals for projects totalling an
addition of 3,288 rooms in 25 properties. By 2016, the
Nadi Corridor is expected to provide 6,653 rooms in 90
properties. 48% of these rooms are expected to be in
the premium group, followed by the budget group with
23%, medium group with 15% and high group with
14%.
The corridor has a wide variety of tourism experiences
and accommodation. The integrated resorts of Denarau,
Momi and Natadola (along with additional proposals at
Vulani and Naidiri) ensure that the area will be a major
proportion of Fiji’s room stock. In addition, there are
also a number of backpacker properties in the Nadi
Corridor area that attracts budget travellers.
With the airport providing almost all international
flights for Fiji and Denarau providing a major access
point for ferries to the Mamanucas and Yasawas, this
planning area is a major hub.
The Nadi Corridor area has a number of attractions
such as the Garden of the Sleeping Giant, Abaca trails,
Vuda Lookout, Momi Gun Battery Historic Park and
others. Resorts tend to provide the guest with on-site
activities including golf, tennis and even paint ball.
Despite the fact that the Nadi Corridor is a major
tourism hub, there is a lack of tourism attractions that
provide Fijian experiences for tourists in this area. The
previous plan suggested a visitor centre that presents
Fijian history and culture. The opportunity remains and
is proposed as the “Bula Centre”.
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Furthermore, to spread tourism benefits into the outer
regions a greater support in developing the Nausori
Highlands as natural and cultural spots for day trips is
required. The Ministry of Tourism’s ecotourism projects
are underway in the villages for community involvement.
However, the ADB funded Sabeto and Nausori roads
that will facilitate access into the Highlands are still
incomplete.
A secondary role for the planning area is as a transit
dormitory for overnight stays upon arrival or prior to
departure to/from other destinations in Fiji.
There is a greater emphasis on off-resort day tours for
resorts in the Nadi area.
Nadi Corridor - Desired Character
Nadi: Access gateway, Resort hub
Nadi will continue to be major gateway for Fiji and as
such, its role as both a staging point for visitor arrivals
and departures linking with other regions and as a
destination in its own right needs to be recognised.
The desired tourism character for the Nadi Corridor is
as thriving tropical holiday resort destination with a
unique Fiji character.
The desired character of the Nadi Corridor is to provide
the hub of tourism products and services as Fiji’s
gateway and provide a destination particularly with the
integrated resorts at Denarau, Momi, Natadola,
potentially Vulani and the emerging smaller resort
precinct of Wailoaloa beach.
The development of additional attraction are an
important facet of the desired character, from the major
cultural centre proposed (the “Bula Centre”) to the
adjoining Nausori highlands attractions.
Nadi Corridor - Strategies
The diversity and level of proposed development in the Natadola to
Vuda area result in it being proposed for a detailed regional
strategy.
Develop a detailed plan for staged tourism growth and identify key
infrastructure constraints and requirements. In particular consider
the water supply and sewage aspects as they relate to existing and
proposed tourism development.
Consider more proactive staging of the development of integrated
resorts and certainly complete the development of Denarau, Momi
and Natadola before any further commence. The emerging
proposal for Vulani should be considered in the light of the
infrastructure resource commitments necessary to support the
existing three proposals.
Consider a streetscape approach for Nadi Town, creating a vehicle
free pedestrian mall along Queens Road at least between Andrews
Road and Market Road. Encourage outdoor eateries and a
shopping focus.
2007-2016
Develop a Nadi Town bypass allowing traffic to flow from south
of Nadi to Denarau without major congestion (owing to the
present impact on Coral Coast day tours).
Consider the cumulative impact of further coastal development
which affects mangroves other littoral habitats and coastal
processes, particularly in the Nadi Bay/ Nadi River area.
Consider identifying some coastal precincts not for development (e.g.
the Nadi River mouth between Denarau and Sonaisali Islands).
Work with international cruise ship agents to identify the potential
demand for Lautoka as a port and what facilities may be required.
Consider upgrading the port facilities if the demand is there and it
is financially viable.
Within the planning framework and town plans etc. there is no
suggested maximum resort size, however it is suggested that low
rise (mainly single storey, two storey maximum and low density 25
room per ha, and no more than six rooms under any roof) should
be adopted as limits to encourage a Fijian, tropical character.
In the Natadola area, it is proposed that some planning and
development controls be established for the corridor along the access
road to prevent inappropriate linear development (e.g. develop a
local advisory town planning scheme).
In the Naidiri Bay to Momi coastal area (apart from the
Natadola development tourism development on the coast should be
restricted to low-scale, infrastructure (water and sewage) self-
sufficient, bure/villa developments only. The rural corridor along
here has the potential to play a major role in agricultural
production, the Fiji Farm.
In the Nadi Bay area, it is important to protect the majority of
remaining mangroves. The ongoing development of smaller resorts
and hotels along the coast in the Wailoaloa area is appropriate. A
coastal plan which identifies beaches/land for future public open
space would be desirable as otherwise tourism development may
restrict access to the coast for community leisure (which will become
more important as Nadi’s population grows owing to the growth of
tourism).
The Vuda Point area has ongoing potential for tourism
development. The established First Landing resort has plans for
expansion and the area north to Saweni may have additional
potential.
Saweni Bay has the potential to provide a major public
recreational facility for Lautoka and Nadi communities and
development should be restricted for a future public park along the
foreshore. In the long term develop and upgrade facilities for picnics
etc.
Undertake a scoping study and feasibility assessment for a major
Fijian cultural attraction in Nadi. Identify land close to the Nadi
airport and alienate it for such a use (suggest 10 ha be considered
a minimum, with 15-20 ideal). Identify potential international
aid or debt financing which may be suitable. Once the scoping and
feasibility is completed undertake a tender process to attempt to
find a private sector partner in the development.
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It is recommended that program of tidying up villages along
roadsides, removing litter and roadside planting etc. be
implemented.
Ensure the strategies of the regional Plan are considered in the
finalising of the Masterplan for the area.
MoT to continue the Nadi Corridor Task Force and ensure this
group works with stakeholders for the coordination of the planning
for Nadi Corridor.
Coral Coast
The Coral Coast is on the
southern coast of Viti
Levu including Sigatoka,
Korotogo and Korolevu.
In 2006, there were 1,682
rooms in 38 properties
with 82% being premium.
In 2005, the Coral Coast continued to be the second
most popular destination with 111,322 visitor arrivals.
22% of total visitor nights were spent in the area with
an average of 5.3 visitor nights. The main linkage is
Queen’s Road linking the Coral Coast to Nadi, Pacific
Harbour and Suva.
The Coral Coast plays a significant role as an
accommodation node. Due to its established position,
tourism accommodation development in the Coral
Coast between late 2006 and 2016 is expected to slow
down compared to other destinations. There are
approximately 352 rooms in 8 properties proposed for
construction. In 2016, the Coral Coast is expected to
provide 2,034 rooms in 46 properties. 79% of these
rooms will be in the premium group.
The Coral Coast is an established tourism destination
that has been catering to tourists for decades. Daily
coaches to the Coral Coast from Nadi stop over at
various resorts. It is a popular stop over destination
from Nadi to Suva for backpackers.
The Coral Coast has a range of good quality resorts with
beautiful scenery, diverse tourism attractions and
activities. Tourists can relax and participate in resort
based activities or visit attractions outside the resorts.
The Sigatoka Sand Dunes, Tavuni Hill Fort and Kula
Bird Park are popular sites. Tourists can also take part in
village visits, diving, snorkelling, surfing, jungle treks
and so on. Sigatoka itself has developed as a shopping
destination for tourists and its country town ambience is
compared favourably to the traffic congestion of Nadi’s
main street.
2007-2016
An effort to expand the range of tourism products in
the area is being made with Nahehe Caves and Busa
Park in the development stage as attractions. This
development will also create a new scenic route for
tourists to experience. For regional prosperity, there are
seven village based tourism projects underway for
accommodation and cultural tours. These projects will
also contribute in providing diverse tourism products
for the Coral Coast.
Environmental damage in the coastal areas is a concern
under pressure from both an increase in hotels and
resorts and also an increase in the local population of
villages. There are examples where the resort owners
contribute to waste management and sewerage systems
of nearby communities.
Coral Coast - Desired Character
Coral Coast: Coastal culture, sun and fun.
The Coral Coast’s desired character is as a tourism
precinct with small to larger resorts in coastal locations.
Other than potentially at Korolevu, large integrated
resorts are not considered appropriate at this stage
(although smaller integrated developments with
residential and tourism accommodation components
may be acceptable in some sites and should be assessed
on a case by case basis).
Coral Coast - Strategies
Consider the cumulative impact of further coastal development
which affects mangroves and fringing reefs.
Within the planning framework and town plans etc. there is no
suggested maximum resort size, however it is suggested that low
density/low rise (mainly single story, two storey maximum and 25
rooms per ha, and no more than six rooms under any roof) should
be adopted as limits to encourage a Fijian, tropical character.
Review the adequacy of sewage treatment on existing resorts and
encourage upgrading to at least secondary treatment with land
irrigation. All new properties must be water self-sufficient (not
taking from a community used resource) and provide ecologically
sustainable waste water and solid waste disposal solutions.
MoT to conduct an annual workshop with Coral Coast tourism
operators (resorts, divers, tours etc.), coordinate this with the Coral
Coast branch of the FIHTA, but invite all tourism businesses.
Beqa/Pacific Harbour
The region includes
Navua, Pacific Harbour
and Beqa. In 2006, there
were 270 rooms in 16
properties (67% premium
group).
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In 2005, there were an estimated 12,693 visitor arrivals
in this area. Approximately 2.5% of total visitor nights
were spent in Beqa and Pacific Harbour area, with an
average of 4.3 visitor nights spent in 2005. Queens Road
is the main linkage with Nadi being 135km and Suva
being 47km from Pacific Harbour. There is also Pacific
Harbour airport that is not in use but may provide
future linkages. Charter boats take visitors out to Beqa
and Yanuca Island from Pacific Harbour.
Pacific Harbour has a long safe and beautiful beach.
The golf course is the only PGA certified championship
course in Fiji. There is an airstrip for light aircraft which
is proposed for upgrading and sealing.
Based on current proposals the Beqa and Pacific
Harbour area is likely to provide 861 rooms in 21
properties by 2016. 74% of the these rooms are in the
premium group followed by budget with 13%, high with
8% and medium with 5%.
With the recent re-opening of the Arts Village, an
upbeat backpacker accommodation, and the re-opening
of the Pearl South Pacific resort, the Pacific Harbour
area is being reinvigorated as a vibrant tourism
destination.
The Arts Village provides a mixture of modern and
traditional attractions for tourists. It has a Cultural
Centre which has a re-creation of a traditional Fijian
village with Fijian staff enacting the traditional lifestyles
of a village. This Centre is surrounded by modern cafes,
restaurants, bars, souvenir shops and a pool to keep
tourists occupied. The area is also becoming a popular
weekend destination for domestic tourists from Suva.
From Pacific Harbour tourists can also stay at Beqa
Island which is approximately 30 minutes boat ride
from mainland. The island is well known for its
firewalking and spectacular diving. Surfing is another
popular product for the area with resorts in Pacific
Harbour, Beqa and Yanuca islands providing surf trips
to Frigates Passage.
The Pacific Harbour tourism product includes
firewalking, diving, surfing, cultural centre, backpackers,
lifestyle residential community and the upmarket resort.
Bega has unique island style resorts.
Pacific Harbour/Beqa - Desired Character
Pacific Harbour: Adventure in Paradise
The further development of tourism infrastructure in
the Pacific Harbour area is appropriate. The desired
character is to reinforce the village atmosphere of
Pacific Harbour with its focus on sports and culture.
The desired character for Beqa is low density small
resorts which support the local Beqa community.
Pacific Harbour/Beqa - Strategies
Development in and around Pacific Harbour is suitable.
2007-2016
For Beqa, the potential for further tourism accommodation
development is limited, and any further resort proposal needs to be
carefully considered in terms of impacts on the community,
ecological impacts and the diminishment of the tourism character
for the existing products.
To avoid any doubt and further development on Beqa or other
islands should be low density (12 units per hectare) and smaller
resorts (maximum 25 rooms or 50 beds), less than 12 rooms
would be best. Aim for one bay/beach and one village per resort.
Maximum roof height 5m and keep nestled among vegetated
coastline. Avoid eyesore, dominant scenic alterations.
MoT to meet with the Pacific Harbour Tourism Association at
least yearly to review tourism development aspects for the area.
Suva
Fiji’s national capital, Suva,
is a large city by South
Pacific standards. In 2006
it had 1,151 rooms in 39
properties.
Thirty nine percent of the rooms are in the budget
group, with 37% in the medium, 20% in the high and
4% in the premium group. In 2005, there were 26,257
visitor arrivals. 5% of total visitor nights were spent in
Suva with an average of 3.7 visitor nights.
One of the major linkages in Suva is Kings Wharf with
international cruise ships arriving regularly. Kings road
links Suva to Nausori international airport (23km) and
Rakiraki. Walu Bay wharf also connects domestic ferries
to the outer islands such as the Lomaiviti group, Lau
group and the North.
Based on proposals as at late 2006, Fiji’s capital Suva is
expected to have 1 additional tourism property with 120
premium rooms between late 2006 and 2016. Additional
growth could be expected as business travel increases.
Current tourism in Suva is a mixture of business,
shopping (see ‘business tourism’ and ‘shopping tourism’
section) and backpacking. Attractions such as the Fiji
Museum, Government Handicraft Market, Fresh
Produce Market, Parliament and Government House
are frequented by visitors. There is an opportunity to
enhance the visitor experience in Thurston Gardens.
The city is also becoming a popular destination for
university students from Australia, the US and Canada
on exchange programs with USP. Furthermore, it is a
destination for expatriate volunteers and gap year
students.
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Suva provides a national and often a Pacific sports focus,
with a wide variety of sports hosted. Fiji has pervious
hosted major events such as the South Pacific Games
and has won the right to host the world netball
championship.
In order to develop Suva as a distinct destination, it is
would be desirable to clean up the waterfront and
perhaps the streets of Suva. With Colo-i-Suva, Mosquito
island and Nukulau island as potential day trip spots
from Suva, the city has some potential to develop
further as a holiday tourism destination.
There is potential to develop a city sights/ heritage walk
through the city.
Suva - Desired Character
Suva: City lights, shopping and ships.
The desired tourism character for Suva is to continue to
provide mostly for business travellers and additional
hotel accommodation is appropriate (within the context
of the relevant town planning provisions). It is
appropriate to develop some leisure tourism product,
particularly day trip tours.
Suva - Strategies
The redevelopment of the Grand Pacific Hotel was proposed in the
1998 Plan and appears to now be committed to commencement.
There is an opportunity to create a tourism precinct on the Suva
waterfront from the Civic Tower building south. This has a variety
of landholdings and a coordinated masterplan would be desirable,
rather than just developing each property in isolation.
The Port precinct is subject to long term redevelopment plans and
consideration should be given to including a cruise ship terminal
and marina (capable of taking cruising yachts and superyachts up
to at least 50m length).
There is an opportunity to develop a streetscaping approach in the
city centre and main access roads which could enhance the city’s
amenity.
MoT to continue its regular meeting with Destination Suva to
review tourism development aspects for Suva.
Tailevu
Tailevu comprises the
coastal area north of Suva.
There were 6
accommodation
establishments with 45
rooms in 2006.
In 2005, an average of 3.9 visitor nights were spent in
Nausori. As at late 2006, there was one proposal subject
to an NLTB agreement to lease, which involves an
additional 45 rooms in the area. As at early 2007, there
were no other known proposals.
2007-2016
The major linkage is Nausori international airport which
receives 4 return international flights per week from
Sydney and Auckland. The airport also services 139
return domestic flights a week. Other linkages are the
Natovi Landing wharf which links eastern Viti Levu to
Ovalau and Vanua Levu.
There are existing local community owned
accommodation, waterfall, cave and river rafting tours
in the province that were supported by the Ecotourism
Unit of the Ministry of Tourism. There are also cultural
and heritage tours proposed in the region. The coastal
areas of Tailevu are often frequented by domestic
tourists from Suva (with the permission of villagers) for
weekend picnics, swimming and surfing.
The upgrading of Kings Road and its sealing will allow
easier access to the area. The local resource owners are
keen to capitalise on the development of tourism. There
are potential opportunities with many coastal and inland
attractions.
Tourism development in Tailevu is considered to be
limited compared to other regions. This is due to a lack
of awareness of the benefits of tourism and the on-
going mataqalis in dispute over resources. The Ministry
of Tourism is considering conducting tourism
awareness programmes in the region, and possible
resource analysis for tourism purposes by the Ministry
of Fijian Affairs.
Tailevu - Desired Character
Tailevu: Future opportunities, Land of the Rising Sun.
The Tailevu area is a quiet coastal community with
some pretty beach areas worthy of interest by visitors.
However it is proposed that this area be thought of as in
“future reserve” for local, Suva residents’ weekend and
day trip use rather than established as an additional
tourism destination.
Tailevu - Strategies
The tourism focus for this area should be on providing for Suva
residents on weekends, business travel (small meetings/conferences
ex Suva during the week), and more intrepid “off the beaten
track” independent travellers.
Any individual tourism development proposal can be considered on
its merits (i.e. it is not inappropriate to have extensive tourism
infrastructure development on the Tailevu coast, just not a priority
for tourism development generally).
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Suncoast
This area includes the
north eastern coastal
areas of Viti Levu starting
from Lautoka, Ba,
Rakiraki and Nananu-i-ra.
NOTE: This is only a summary of the planning for the
region, please refer to the more detailed Suncoast
Regional Tourism Strategy.
In 2006, there were 528 rooms in 32 rooms in this
tourism area. 44% of these rooms are in the medium
group followed by budget with 34%. 5% of total visitor
nights were spent in Lautoka and northeast of Viti Levu
and an average of 3.2 visitor nights were spent in
northeast Viti Levu.
The major linkage is Queens wharf servicing
international and domestic cruise ships to the outer
islands. Ellington wharf can accommodate up to a 50m
vessel and services to Nananu-i-ra island. There is also
Vatukoula airport that has a 2549ft long and 156ft wide
runway strip. Kings road connects Rakiraki to Suva
(152km) and Nadi (132km).
Based on known proposals, by 2016, the Suncoast area
may provide 1,108 rooms in 35 properties. Despite the
fact that there is only an increase of 3 properties from
2006, the expected number of rooms in 2016 is double
that of 2006.
With the exception of existing tourism development in
Nananu-i-ra island off Rakiraki and the proposed
development for Yaqara studio city, the Suncoast has
limited current tourism development proposals.
The accessible white sandy beaches and different types
of resorts on Nananu-i-ra island makes it an attractive
destination for domestic tourists from Suva and
backpackers travelling through North of Viti Levu. Kite
surfing and diving are major tourism activities on the
island.
The Studio City/Yaqara development may eventually
involve a substantial tourism hub, although present
planning comprises mainly residential community
aspects and reasonably low level tourism focus. It is
noted that should the development proceed on the
major scale proposed, this is likely to create a critical
mass of developed infrastructure which could form the
basis of some growth in tourism potential for the region.
The inland of the Suncoast area has village stays for
United States primary school students on a regular basis.
There have been and requests for ecotourism grants for
accommodation along the coastal area submitted to the
Ministry of Tourism.
2007-2016
Apart from Nananu-i-Ra Island and the mainland
coastline facing it, the rest of this region is largely
untouched in terms of tourism development. The first
impression of this area is the amount of potential that
exists for the development of small-scale cultural
tourism products.
The Suncoast is an area rich in cultural and natural
assets that could be developed for tourism. The revival
of cultural aspects such as bure building skills, story
telling, mat weaving, and traditional crafts would ensure
that this is kept alive and is passed down to future
generations. It represents an entirely different
experience from the Coral Coast, the ability to
experience first hand the traditional Fiji.
Suncoast - Desired Character
Suncoast: Culture and Coastal Escapes.
The desired character for the Sun Coast is tourism
based on the areas spectacular landscapes and nature,
involving authentic cultural experiences.
Suncoast Strategies
Maintain tourism accommodation at medium density (25 units
per hectare) and up to larger resorts (maximum 250 rooms).
Maximum roof height 8m and keep nestled among vegetated
coastline. Avoid eyesore, dominant scenic alterations.
NOTE: The priority for support of an integrated resort in this
area needs to be weighed against the priority for completion and
infrastructure support in the Natadola to Vuda area.
Identify potential tourism products such as small ecotourism resorts
and tours visiting a range of natural and cultural attractions.
To encourage more activities that have a mix of cultural and
natural attractions meaning that tourists come, visit the place, go
and leave only their footprints behind. This is an approach to
environmental conservation. This is a vision whereby tourism is
serving the community and not vice versa. This is also a gentle
transition from a very traditional lifestyle to mainstream tourism.
It is suggested to adopt a local name of Nananu for the area
including Nananu-i-ra, Malaki Island, Rakiraki and Ellington
wharf. It is suggested that this area be the ongoing resort hub for
the region (unless and until Yaqara is established).
The Namari to Viti Levu Bay area has significant potential for
coastal development and it is proposed that a team from the local
tourism industry, NLTB local resource owners and the Ministry
of Tourism undertake a detailed product review and identify
potential small resorts sites.
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There is potentially an opportunity for a precinct of up to ten
smaller resorts on the coast, each with its own bay and outlook.
The Western side of Viti Levu Bay has road access as do the
areas near Namari, however the coast between then is isolated and
would need boat access. These resorts could be ideal for local,
community based tourism development, however they need to be
developed with adequate capital and involve sufficient experience to
get established.
Develop a detailed plan for staged tourism growth and identify key
infrastructure constraints and requirements. In particular consider
the water supply and sewage aspects as they relate to existing and
proposed tourism development.
The Suncoast has many very good examples of aspects of
ecotourism and many resorts have most aspects required to meet
environmental certification. Many could work towards
environmental certification.
Encourage best practice sustainability in all operations, so that the
tourism benefits are sustained through to future generations.
Encourage the development of marine protected areas.
It is suggested that the Ministry of Tourism and Suncoast Task
Force invite the Ministry of Fisheries to assist to identify suggested
strategies for marine protected areas.
Establish mentoring and training opportunities provided by
existing local tourism operators in the region.
MoT to continue the Nadi Corridor Task Force and ensure this
group works with stakeholders for the coordination of the planning
for Nadi Corridor.
Highlands
The highlands of Viti
Levu are not a major
focus for tourism at
present, but do provide
future opportunities for
high country, rural, village
based tourism.
Nature-based tours are provided by tour companies and
car rental companies permit visitors to self-drive the
region. The present roads are rough and a constraint on
tourism growth at present.
Due to the remoteness of the area and lack of tourism
infrastructure, the local community’s interest is in local-
scale village based tourism. There are two 3 year
projects supported by the Ecotourism Unit of the
Ministry of Tourism in the Naitasiri area. These projects
are in Serea for accommodation and Naivucini for
bamboo rafting and Fijian bamboo cooking. There are
also concepts of creating tree-top accommodation and
village-hopping tours in the region.
2007-2016
The potential for nature-based and cultural tourism is
high as Naitasiri has distinctive nature and culture that
differs from other provinces. In the context of regional
prosperity, tourism in the highlands can also re-
introduce traditional bure building skills (which is non-
existent in the area due to the modernisation of houses
triggered by frequent flooding) for the local community.
Department of Culture and Heritage provides
programmes for local communities to rebuild traditional
skills and dances.
Furthermore, Naitasiri has Sovi Basin, rare wildlife,
vegetation and an abundance of native Fijian trees (e.g.
Vesi, Damanu, Buabua) that can be used as a draw card
to develop low-key tourism. In order to open up the
Highlands for tourism, accessible roads are crucial.
Highlands - Desired Character and Strategies
Highlands: Forests, Mountains and Culture.
The preferred development character and future
opportunities should be established following the
development of a detailed regional strategy.
The area may have some good day trip opportunities
and some potential for village based ecotourism. At this
stage the preferred character is for the development of
both small village owned accommodation
establishments and the development of sites for day
tours from the Nadi and Coral Coast area.
The Highlands could form a major new level of product
for Fiji with intimate cultural experiences in a forest clad
mountain setting, this could be a major new aspect to
Fiji’s tourism product and as such could enable further
product differentiation from other Pacific Island
competitor destinations.
Highlands - Strategies
Develop a specific regional strategy. This should be based on a
product review involving tourism industry and community members
to determine potential tourism products and potential day tour
itineraries. Further the regional strategies should involve protected
area and conservation professionals who can determine site
management approaches and the potential for protected area
declarations of natural sites visited.
Any accommodation development should be low density, and
certainly less than 25 rooms 50 beds, single story and no more
than 12 rooms per hectare. There is an opportunity to develop
“unique” accommodation, tree houses, tented forest huts etc.
The development of a half day tourism product from Nadi in the
Nausori Highlands developing both natural sites and cultural
attractions (e.g Bukuya should be investigated.
The development of half and full day tourism products from the
Coral Coast and/or Nadi involving Naikoro forest conservation
area, Waibasa Hot Springs, Kurimala Wai ring ditch, Tatuba
Fijian Archaeological complex, Nahehe Caves and the Bukuya
and Naisori villages should be investigated.
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2007-2016

The potential to further develop day tourism visits to Navala As at late 2006, there were seven proposals for an
should be considered. additional tourism accommodation properties proposed
for construction with 497 rooms. This is nearly double
The potential to reinvigorate Abaca should be investigated.
the island’s current room stock. Tourism development
A process of tourism awareness training and detailed consultation is concentrated in the Savusavu bay, Natewa bay and
with resource owners should be undertaken to implement these Wainunu bay area. By 2016, Vanua Levu is expected to
strategies and to further develop the tourism planning for the region. provide 791 rooms in 40 properties. 35% of these
rooms will be in the premium group, 28% in medium,
The existing road from Suva through to Tavua via Naivucini,
23% in budget and 14% in high.
Koro-i-O, Monasavu and Nadarivatu may provide an
opportunity for extended tours, crossing Viti Levu, however it Vanua Levu has the potential to be the upcoming
should be noted that this opportunity is likely to be less popular as tourism hotspot for Fiji with: established tourism
the access at either end is a long way from the major concentrations accommodation in and around Savusavu and Labasa; an
of tourism accommodation. increasing number of expatriate holiday homes; various
proposed tourism investments; and diverse natural
For the above potential products, the opportunity at each site needs
attractions. The island has a character that differs from
to be assessed for its potential as a tourism attraction and the
the main island of Viti Levu. There are upmarket resorts
ecological and cultural conservation needs considered. Once each
(i.e. Namale, JM Cousteau), a pearl farm, spectacular
site is considered individually the potential to create tour itineraries
diving off Somosomo Strait, seasonal surfing in Macuata
which use a number of sites to create full, half or multi day tours
on offer.
should be evaluated.
Nukubolu Forest and Archaeological Park and Waisali
Vanua Levu Forest Park are also tourist attractions managed by the
community. On-going ecotourism projects in Waisali
Vanua Levu is the second
Forest Park (which is under the National Trust of Fiji)
largest island in Fiji with
supported by the Ministry of Tourism are good
an area of 5,587sq km. In
examples of spreading regional prosperity. These types
2006, there were 294
of tourism development in Vanua Levu will provide
rooms in 33 properties.
regional community benefits and help diversify the
tourism product.
NOTE: This is only a summary of the planning for the Since the previous Tourism Development Plan’s
region, please refer to the more detailed Vanua suggestion on additional resort accommodation in the
Levu/Taveuni Regional Tourism Strategy. Leisiaceva peninsula and on the Hibiscus Highway,
Twenty nine percent of these rooms are in the premium there has been an increase in the number of resorts and
group, 31% medium, 24% budget and 16% high. In proposals in the area. The previous development plan
also commented on the limited activities for tourists
2005, the total number of visitor arrivals to Vanua Levu
outside resorts.
was 2,882. Only 1.5% of total visitor nights were spent
in Vanua Levu however, this area had the highest
average visitor nights with 7 nights.
Savusavu airport services up to 56 return flights a week
from Nadi, Suva and Taveuni. Labasa airport services
up to 77 return flights a week from Nadi and Suva.
Dame and Rabi airport may provide future linkages but
are not in operation at the moment. Savusavu has two
“marinas” with small wharves and buoy moorings for
yachts. Nabouwalu jetty serves ferries from eastern Viti
Levu. There are also 6 return ferry trips a week from
Suva to Savusavu. Beachcomber Cruises recently
recommenced weekly trips from Lautoka to Savusavu.
There is 73km of sealed road between Savusavu and
Labasa, and the road between Savusavu to Nabouwalu
is approximately 130km.

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 Fiji’s Tourism Development Plan
Vanua Levu- Desired Character
Vanua Levu: Excellent experiences, pioneering development.
The area can best be developed as a destination without
a major integrated resort, but with a network of smaller
boutique style properties, each with a unique product
offering and their individual character. Potential for
small scale fishing resorts, and ecotourism-friendly
properties would augur well with what is currently on
offer.
Growth of resorts of higher density in Savusavu town is
appropriate, however larger resorts of more than 50
rooms outside of the town should be considered on
their merits as far as environment, social and cultural
impacts and their effect on the overall tourism amenity
of the local area.
To complement the resort/accommodation sector,
there is an opportunity to further develop nature and
culture-based attractions and activities outside of the
resorts. Ideally if this could be achieved as a series of
community based tourism ventures, local economic
prosperity could be maximised.
Vanua Levu would be best suited for low key, quality
experiences in identified areas including, the Hibiscus
Coast and Lesiaceva Road in and around the Savusavu
area. Other areas in Bua and Macuata and up the
Natewa Peninsula would be desirable once appropriate
infrastructure has been developed (e.g. sealed road
access and electricity reticulation).
The development of nature and culture-based
attractions and activities outside of the resorts so that
the benefits of the tourism dollar are felt at the
grassroots levels would have local economic benefits
and improve the tourism product.
Further, modest development of properties around 50
rooms and 100 beds maximum is considered the most
appropriate with a density of no more than 25 per
hectare. Aim for one bay/beach and one village per
resort. Maximum roof height 8 m and keep nestled
among vegetated coastline. Avoid eyesore, dominant
scenic alterations.
Development in the Savusavu area and along the
Hibiscus Highway into the southern area of Natewa Bay
is considered preferable.
2007-2016
There is potential for skippered charter yachts in the
Vanua Levu area, Savusavu already provides a base for
trips into the Lau and closer along the southern and
eastern coasts of Vanu Levu. The are also potential
opportunities charter routes along the northern coast of
Vanua Levu, there are great reefs, isolated islands and
calm waters throughout the cruising season with Vanua
Levu providing protection for the prevailing south-
easterlies. With greater air linkages to Labasa this could
provide a significant growth.
Vanua Levu- Strategies
The final strategy for the North has not been
determined. It would appear that there are a number of
options:
• Keep going with current situation, ATR 42 to
Labasa for non-tourism needs and modest growth
for northern vanua Levu tourism AND ongoing use
of Savusavu for Twin Otter size aircraft.
• Upgrade Savusavu for ATR42 and have both
Labasa and Savusavu have flights (some could be
Nadi-Savusavu-Labasa – Nadi or vice versa).
• Other combinations of the above with night
operations.
An effective gateway to the North needs to be established. A
comprehensive airport engineering study should be undertaken as a
high priority, reviewing the potential for Savusavu to be extended
to suit DASH-8 for day operations and the practicality of
making Labasa night capable for DASH-8.
Recognise the value of the recently introduced ATR 42 flights by
Pacific Sun to Labasa to grow tourism in the north of Vanua
Levu. Recognise that the present tourism hub and potential for
immediate tourism growth in Vanua Levu is Savusavu and that
it is vital that an efficient air link with increasing capacity is
provided:
• In the short term upgrade the runway and apron to
accommodate three Twin Otter/ Y12 planes at once. Not
vital but an upgraded terminal would be desirable.
• If investigations show Savusavu can be upgraded to DASH-
8 standard, the aim should be to achieve this by 2010.
• In the event that Savusavu cannot be upgraded to DASH-8
standard, develop a longer term approach with the domestic
airlines for increasing capacity of an efficient air link either
increasing flights with Twin Otter or similar to Savusavu or
using Labasa and a ground link.
NOTE: Relying on road transport from Labasa to Savusavu,
after a domestic flight Nadi-Labasa will significantly stifle growth
in Savusavu.
If it is possible to upgrade Savusavu airport for daytime operations
up to DASH-8, either AFL should do the upgrade or it should
be offered as a public private partnership.
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 Fiji’s Tourism Development Plan
As an immediate priority, there should be one night capable for
DASH-8 airport in Vanua Levu as soon as possible.
The area can best be developed as a destination without a major
integrated resort, but with a network of smaller boutique style
properties, each with a unique product offering/character.
The area can best be developed as a destination without a major
integrated resort, but with a network of smaller boutique style
properties, each with a unique product offering/character.
Further, modest development of properties around 50 rooms and
100 beds maximum is considered the most appropriate with a
density of no more than 25 per hectare. Aim for one bay/beach
and one village per resort. Maximum roof height 8 m and keep
nestled among vegetated coastline. Avoid eyesore, dominant scenic
alterations.
Development in the Savusavu area and along the Hibiscus
Highway is considered preferable.
It is suggested that a Savusavu streetscape plan be prepared and
implemented maintaining the quaint character of the heritage
buildings whilst bringing out a tropical vibrancy.
Further enhance the facilities for yachts in Savusavu and reinforce
the role of Savusavu and a major yacht hub.
In the longer term, develop a crewed charter yacht strategy for the
northern coast of Vanua Levu, with Tikinas identifying suitable
anchorages (from the resource owners perspective) and experienced
charter yacht operators providing advise on desirable anchorages
and potential itineraries (from a sailing and tourism product
perspective). Develop potential services for villages near such
anchorages such as a lovo, meke, village visit, island trekking shell
market, or guided snorkelling etc. to provide to charter yachts and
occasional visits by superyachts.
Development of sailing, diving and other boating along the
northern coast of Macuata and Rabi Island at Motawa Bay is
desirable.
Identify and declare marine parks in the key coral reef
conservation areas along the southern and northern coasts of vanua
Levu.
Encourage best practice sustainability in all operations, so that the
tourism benefits are sustained through to future generations.
The North has many very good examples of aspects of ecotourism
and many resorts have most aspects required to meet environmental
certification. Many could work towards environmental certification.
All new properties must be water self-sufficient (not taking from a
community used resource) and have best practice sewage treatment.
Training needs to be provided to ensure locals have the
competencies to gain employment in resorts as they are developed.
MoT to continue to facilitate the Vanua Levu/Taveuni Task
Force as required to implement the regional strategy and continue
direct liaison with the Savusavu Tourism Association.
2007-2016
Taveuni
Taveuni is Fiji’s third
largest island at 42km
long and 10km wide
situated 9km to the
southeast of Vanua Levu.
NOTE: This is only a summary of the planning for the
region, please refer to the more detailed Vanua
Levu/Taveuni Regional Tourism Strategy.
In 2006, there were 194 rooms in 35 properties in
Taveuni. 38% of the rooms are in the premium group
followed by the budget group with 36%. In 2005,
approximately 8,906 visitors arrived in Taveuni. Despite
the fact that only 1.7% of total visitor nights were spent
in Taveuni, the average visitor nights was 6.1 in 2005.
By 2016, Taveuni is expected to provide 298 rooms in
40 properties with 43% of these rooms in the premium
group and 41% in budget.
Matei airport services up to 60 return flights from Nadi,
Suva and Savusavu a week. The main road on the island
runs through Matei airport and is approximately 65km
long. An existing air strip on Laucala Island is used to
service its resort guests. Domestic ferries from Suva,
Koro and Savusavu operate 6 times a week to Taveuni.
The unique natural and cultural heritage is a major draw
card for tourism in Taveuni. To conserve the lush
vegetation and wildlife of the island, the previous
tourism plan proposed a low scale environmentally
benign development around Somosomo and Wayevo
areas. Since then luxury resorts, backpacker
accommodation and guesthouses have been developed
along the west coastal side of the island.
Taveuni is a destination for tourists that look for nature-
based experiences beyond the sun, sand and sea of the
other islands. Bouma Forest Park is community
managed (funded by NZAID) that is aiming to be on
the World Heritage List. It offers Waitabu Marine Area
for snorkellers, mountain and coastal walking treks,
ecotourism grants funded accommodation, waterfalls
and so on.
Additionally, Taveuni has magnificent diving spots,
beautiful white sandy beaches and panoramic views
around the island. With consistent maintenance, the
scenic coastal road could be more easily and
comfortably enjoyed by tourists. The island also has
potential to be a destination for ornithologists and bird-
watching enthusiasts with proper planning and
management.
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 Fiji’s Tourism Development Plan
The recently formed Taveuni Tourism Association is
very active in collaboratively developing a strategic plan
and joint marketing programs.
Taveuni - Desired Character
Taveuni: Paradise and Adventure
The desired character for Taveuni is for ecotourism
providing soft and vigorous adventure which showcases
its unique nature and culture.
Tavenui tourism is for tourists who “would not be seen
dead” in a casino, a night club or on a jet ski. Taveuni
tourism is for people who take the time to learn about
the area before they visit it, for people who want to
understand and experience authentic culture, who want
to see, hear, touch and smell undisturbed nature.
Taveuni has a tourism product which provides for these
tourists. There are few places in the Pacific with the
high degree of conservation value and intact ecological
processes, with the thriving authentic culture, the
spectacular landscape and the low key development that
Taveuni possesses.
The suggestion is for Taveuni to guard this character
vigorously. Evaluate any proposal to ensure the
fundamental tourism character will meet the above. The
tourism products developed should not just be
acceptable, they should embody the values of Taveuni.
Taveuni tourism should involve low density, low key
developments which involve natural quiet, in lush
gardens presenting relaxation with the opportunity for
spirited adventure to experience the nature and culture.
Taveuni has been known to be the “Garden Island of
Fiji” for its dense and verdant rainforest and exotic flora
and fauna. It is suggested therefore that Taveuni focus
on its strengths. More nature based tourism and tours
should be the main focus of this region and all
stakeholders are encouraged to discourage logging and
conserve their environment.
It is also proposed that Taveuni maintain tourism
accommodation at low density and smaller resorts
(maximum 25 rooms or 50 beds) with 12 rooms per
hectare. The current character of smaller resorts around
the coast is suggested to be maintained.
Ensure new accommodation is nestled among vegetated
coastline. Avoid eyesore, dominant scenic alterations
and attempt to conceal further development from the
road.
Taveuni - Strategies
Maintain tourism accommodation at low density and smaller
resorts (maximum 25 rooms or 50 beds) with 12 rooms per
hectare. Ensure new accommodation is nestled among vegetated
coastline. Avoid eyesore, dominant scenic alterations. Attempt to
conceal further development from the road.
2007-2016
In the medium term upgrade Matei to be safer for Twin Otter day
light operations and further, consider an upgrade if possible, to
make Matei night operations capable for Twin Otter.
In the medium term, undertake an engineering study to review the
capacity to make Matei airport DASH-8 capable for daylight
operations.
Consider world heritage listing and national park status of the
forest area and marine park status of entire eastern coast.
Investigate the feasibility of developing a cross island walk on
Taveuni, as well managed, international standard 2 or 3 day
walk. Huts would provide simple accommodation and a guide
would accompany small groups.
Encourage the development of marine protected areas and
discourage overfishing of reef shellfish and reef fin fish in key areas
to feed tourists.
Encourage best practice sustainability in all operations, so that the
tourism benefits are sustained through to future generations.
The North has many very good examples of aspects of ecotourism
and many resorts have most aspects required to meet environmental
certification. Many could work towards environmental certification.
All new properties must be water self-sufficient (not taking from a
community used resource) and have best practice sewage treatment.
Training needs to be provided to ensure locals have the
competencies to gain employment in resorts as they are developed.
MoT to continue to facilitate the Vanua Levu/Taveuni Task
Force as required to implement the regional strategy and continue
direct liaison with the Taveuni Tourism Association.
Kadavu
Kadavu is situated 100km
south of Viti Levu and is
the fourth largest island in
Fiji. Kadavu has the
Great Astrolabe Reef,
very well regarded for
diving.
20 years ago the Lonely Planet listed only one place to
stay on Kadavu – at Reece’s Place, Galoa Island. In
2006 there are a total of 80 rooms in 11 properties in
Kadavu. Over the past two decades, the rate of tourism
development on Kadavu has been steady.
Thirty three percent of the rooms in Kadavu are in the
high group followed by 28% in budget, 26% in medium
and 14% in premium. Based on proposals as at 2006, by
2016 Kadavu is expected to provide 208 rooms in 13
properties.
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 Fiji’s Tourism Development Plan
The main linkage is Vunisea airport which serves 21
return flights per week from Nadi and Suva. A
government jetty in Vunisea can accommodate up to a
50m vessel. Visitors can arrive by ferry from Suva,
however ferry services are sporadic and there are almost
no known recent tourists by this link. There are also
yachts visiting Kadavu.
Vatulele also has an airport that serves its resort guests.
Many villages in Kadavu have established a manine
protected area, the provincial council advise that all
villages will have identified their marine protected are by
end 2007. further the provincial council is considering
proposing the Great Astrolabe Reef as a marine park.
There are three forest parks Tavuki, Nacova and
Kakaseleka.
The terrestrial and marine natural and cultural aspects of
Kadavu provide it with the opportunity to benefit from
those market segments seeking authentic natural
experiences. Reefs are very accessible and the island’s
rainforests possibly represent an under-rated resource to
present to visitors. There are numerous villages and a
vibrant local community. There is no sense of
‘museumisation’ of the cultures of the local village
communities.
The main tourism product in Kadavu is small diving
resorts. The main focus of marketing is diving and
almost all visitors to most of the resorts target diving.
At this stage the two exceptions would be Naigigia who
target surfing visitors and Papageno who have a mix of
diving focus visitors with relaxation/health focus (e.g
specialist Yoga groups). Whilst the focus is diving most
resorts have relationships with local villages to provide
lovo evenings, village visits, mekes, and guided walks to
waterfalls etc.
The key opportunities are for diving, ecotourism
activities and sport fishing.
There is a Kadavu Tourism Association and in addition
the provincial council has established a Tourism
Advisory Committee.
Kadavu - Desired Character
Kadavu: Splendid diving, community and isolation.
The desired tourism character for Kadavu is smaller
resorts with a focus on diving, snorkelling (and also in
some areas surfing) and other natural and cultural
aspects of the island. There should be strong linkages to
villages to ensure local benefits (through employment or
ownership).
It is preferred that Kadavu focus on ecotourism to
present and safeguard the uniqueness and serenity of
the land and marine environment.
2007-2016
Kadavu - Strategies
Develop a specific regional strategy. This should be based on a
product review involving tourism industry and community members
to determine potential tourism products and potential day tour
itineraries. Further the regional strategies should involve protected
area and conservation professionals who can determine site
management approaches and the potential for protected area
declarations of natural sites visited.
The current growth of tourism in Kadavu is constrained by
available flights to the island. However, assuming that domestic
aviation carriers can meet demand by running more scheduled
flights there is potential for growth. Any resort must be completely
self sufficient in terms of its infrastructure and transport linkage to
Vunisea.
Transport around the coast of the island could be improved, with
the potential for a regular daily fast ferry to meet middle of the day
flights and travelling in the sheltered western waters to the northern
resorts.
Maintain tourism accommodation at low density (12 rooms per
hectare) and smaller resorts (maximum 25 rooms or 50 beds).
Aim for one bay/beach and one village per resort. Maximum roof
height 5m and keep nestled among vegetated coastline. Avoid
eyesore, dominant scenic alterations.
The development of any major resorts of more than 25 rooms
would change the character and potentially have adverse social and
ecological impacts. Specific detailed assessment should be
undertaken to evaluate any such proposal. This should specifically
evaluate the potential social effects on the nearby villages with
increased employment and the potential for the local community to
be overwhelms with others settling to work in the resort.
Encourage more locally owned tourism ventures to provide direct
local benefits.
Encourage the development of marine protected areas and
discourage overfishing of reef shellfish and reef fin fish in key areas
to feed tourists.
Resource and implement a program of installing sewage treatment
to all resorts. All new properties must be water self-sufficient (not
adversely effecting a community used resource) and provide
ecologically sustainable waste water and solid waste disposal
solutions.
A proposal to extend a road along the ridge from Vunisea toward
Tiliva may have important social and economic benefits to many
villages but could also threaten the unique tourism amenity and
character. Recent construction of the new Jetty at Vunisea has left
large exposed cuts which may erode during next rain and cause
siltation of the fringing reef. It is vital that should the road be built,
professional design and best practice environmental techniques are
used to minimise erosion issues and impacts on scenic amenity (the
view of large cuts from the Astrolabe Reef would significantly
detract from the area’s scenic amenity and wilderness feel).
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 Fiji’s Tourism Development Plan
The airport needs some minor upgrading for safety which involves
a larger apron and ultimately a new terminal building (located
further back from the runway.
Most visitors arrive by plane and then transfer into small boats to
be taken to their resort. It would be desirable to construct small
jetties and/or pontoons for safer and more convenient access to the
transfer vessels. This is particularly required for the eastern side of
Vunisea.
Learn more about the key attributes and contributions to the
Kadavu ecology of the rainforests. With appropriate access,
interpretation and activities, it has potential to be offer unique
South Sea Island tropical jungle nature experiences.
Telecommunications is a critical issue for existing tourism
businesses and future development in Kadavu. There is a need to
establish cost effective telephony and internet services, rather than
the present need to rely on satellite services.
A process of tourism awareness training and detailed consultation
with resource owners should be undertaken to implement these
strategies and to further develop the tourism planning for the region.
MoT should have an annual workshop with the Kadavu tourism
industry to understand the regional tourism development aspects.
Once the development of a regional strategy commences, establish a
Kadavu Task Force.
Lomaiviti
The Lomaiviti group of
islands are located on the
east coast of Viti Levu.
The Lomaiviti group provides 10 tourism
accommodations that have 122 rooms. 53% of these
rooms are in the budget group. In 2004, 7,876 visitors
stayed at least one night in the Lomaiviti group and an
average of 18.3 nights. By 2016, 12 properties may
provide 279 rooms in the Lomaiviti area.
Major linkages include Bureta airport on Ovalau which
services 14 return flights from Suva a week. Koro and
Gau airports service one return flight each from Suva a
week. Wakaya Island also has an airport that services its
resort guests. Domestic ferries to Ovalau from Suva
operate daily. Buresala Landing can accommodate up to
a 50m vessel. Koro and Gau jetties can accommodate
up to 70-80m and 50m vessels, respectively. There are 2
return trips to Koro from Suva a week.
Tourism in the Lomaiviti group is diverse as the
products range from high end luxury accommodation,
mid-range homestays and locally managed budget
accommodation.
2007-2016
The old capital of Fiji, Levuka is located on Ovalau. The
colonial buildings and laid back lifestyle of the island is
an appeal for tourists who seek to learn about the
colonial heritage, mingle with the locals and just relax
Fijian style. For tourists who want to engage in activities
there are excellent diving spots off the island, trekking
in the mountains and village visits.
The Levuka Town planning Scheme, 1999 provides
both a statutory town planning framework and a set of
policies and strategies to ensure the character of Levuka
is achieved.
Tourism to the region may grow somewhat with the re-
launch of Leleuvia island attracting backpackers and
domestic tourists from Suva. The beautiful tiny island is
ideal for snorkelling, swimming and kite-surfing. The
Lomaiviti group of islands is an ideal island-hopping
destination for backpackers as well. More intrepid
tourists can use local boats to experience the relatively
untouched Moturiki, Caqelai, Koro, Gau, Nairai and
Bataki.
There is some occasional use of the area for inter-island
cruises by small cruise ships and skippered charter
yachts and cruising yachts.
Despite its potential to be an appealing tourism
destination, the Lomaiviti group has limited tourism due
to the weak transport linkages from Viti Levu. At
present there is no direct airlink from Nadi to Ovalau
and as such, regional growth is limited to those tourists
who are dedicated enough to use land transport options
or fly via Suva on two flights.
Having said that there is significant potential in
Lomaviti and if there was a critical mass of tourism
accommodation at Ovalau and nearby islands regular
passenger flights from Nadi could be developed, linking
the region to the international gateway.
Lomaviti - Desired Character
Lomaviti: Heritage Isles
The desired tourism character for Lomaviti is to ensure
the relatively remote and untouched landscape and
culture are maintained. Transport linkages are most
likely to constrain resort size, however generally smaller
resorts would be preferred owing to the potential for
adverse social impacts from larger resorts.
Lomaviti - Strategies
Further enhance the heritage precinct of Levuka though enhanced
streetscaping and signage.
The world heritage listing of Levuka has been proposed in the past
and should it warrant such international recognition will both
impose a requirement to protect the built cultural heritage and
serve as an added promotional aspect. Continue the program
toward world heritage listing of Levuka. In the meantime develop
heritage conservation and presentation strategies.
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 Fiji’s Tourism Development Plan
Review the Levuka Town Planning Scheme 1999, consider
implementing the various policies and strategies included in the
Plan.
Maintain tourism accommodation at low density (12 rooms per
hectare) and smaller resorts (maximum 25 rooms or 50 beds).
Aim for one bay/beach and one village per resort. Maximum roof
height 5m and keep nestled among vegetated coastline. Avoid
eyesore, dominant scenic alterations.
The MoT should meet annually with Lomaviti tourism businesses
to understand the regional development aspects.
Lau Islands
.
The Lau group consists of the northern and southern
Lau group and the Moala group. There are
approximately 57 small islands scattered over 400km
from north to south. The Lau group of islands have
been fairly restricted in terms of tourism development.
In 2006 there were 6 rooms in 2 tourism
accommodation properties all in the budget category.
There is currently 1 property proposed to construct 20
premium rooms in the Lau group.
There is 1 return flight a week each to Vanua Balavu,
Cicia, Lakeba and Moala from Suva. Ono-i-Lau also has
twin otter (12 seats) capable airport that is not in
operation. Vanua Balavu, Lakeba and Cicia have jetties
that can accommodate up to 50m vessels. One domestic
ferry per month circulates to the Lau group stopping
over at Vanua Balavu, Cicia, Lakeba, Oneata, Moce and
Komo from Suva.
The untouched breathtaking Lau islands have great
potential to be an aspirational tourism destination with
careful planning. Extraordinary vistas, beautiful white
sandy beaches, magnificent lagoons, distinct wildlife and
simple village lifestyle are major attractions of the
islands.
There are a couple of guesthouses on Vanua Balavu and
Lakeba that offer simple accommodation and authentic
Fijian hospitality. There are also occasional international
cruise ships that stop over on Fulaga and Kabara, and
there is a surf charter boat operating from Suva.
2007-2016
The tourism status of the Lau group is ideal for tourists
who want to explore alternative island experiences.
Village stays are possible with permission on a number
of islands and tourists can engage in farming, fishing,
cooking, kava ceremonies, mekes and wood carving
with villagers.
For regional prosperity, the Lau group have potential to
benefit from cruise ships to superyachts that can
contribute to the local economy. Nevertheless, the
introduction of yacht tourism into the region should be
done with sensitivity.
Currently there is an issue with cruising yachts who are
on passage between Tonga and Fiji stopping and
anchoring in the Lau. Yachts may seek shelter in times
of adverse weather or when there is an onboard
emergency, but it is otherwise illegal to stop (and go
ashore etc.) until the vessel has cleared into a port of
entry (Savusavu, Suva, Lautoka or Levuka). The local
community is aware of this and has concerns at such
illegal activity.
The current cruising permits an international cruising
yacht must obtain to cruise within Fiji waters do not
usually include the Lau unless a specific invitation and
cruising permit is issues. Some yachts do get permission
to visit Vanua Balavu but few to other areas.
Lau - Desired Character and Strategies
Lau: The Untouched World.
It is recommended that the Lau Group be the subject of a detailed
Regional Strategy. There are numerous proposals and many
islands/villages aspire to have the economic benefits of tourism.
The recent “relaxing” of a total prohibition on tourism
development could result in a relatively uncontrolled development of
resorts. Many tourism stakeholders point out the unlicensed and
unregulated development which occurred in the Yasawas in recent
years and hope to avoid this in the Lau through good planning.
Fundamentally, the Lau has great tourism potential and could
become a world renown tourism icon as a stunningly beautiful
chain of remote islands that have strictly controlled best practice
ecotourism. This will need good planning and a proactive
community, government and industry approach.
Any tourism accommodation will need adequate air transport
linkage which at present only exists for Vanua Balavu and
Lekeba with airstrips (but only weekly flights) to Cicia and
Moala. As such development is most likely to be proposed nearer
these airports.
Regular ferry services are starting, but these are unlikely to be used
that much for tourism owing to the long passage (20 hours).
The preferred development character and opportunities will be
established following a forthcoming product review.
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There is the opportunity to develop a large network of marine
protected areas, if not a large marine park throughout the Lau,
and whilst the local resources can support the local community, the
conservation of the unique marine ecology would be best of there
was not commercial exploitation of the reef finfish, reef shell fish
and near shore pelagic fisheries
Small private yachts, larger Superyachts and smaller cruise ships
have the potential to visit the areas, contribute financially for
services offered (such as mekes, lovos, handicraft sales, village visits
and guided tours) visiting islands which have previously agreed to
hosting such visits. This could have the potential to spread modest
economic benefit through the remoter islands away from easy air
access.
2007-2016
If regional planning identifies interest from Lau communities in
hosting visiting yachts, develop a crewed charter yacht strategy, with
island villages identifying suitable anchorages (from the resource
owners perspective) and experienced charter yacht operators
providing advise on desirable anchorages and potential itineraries
(from a sailing and tourism product perspective). Develop potential
services to be provided by villages near such anchorages such as a
lovo, meke, village visit, island trekking, handicraft market, or
guided snorkelling etc. to provide to charter yachts.
At this stage any resort development should be very modest, low
key and involve best practice ecotourism including best practice
sewage treatment, sustainable design, and be water self sufficient
(e.g use a desalinator). There should be a net benefit to the local
village and indeed the numbers of staff required for the resort
should be considered to ensure that staff (other than management
or specialised technical staff) do not need to be brought onto the
island from elsewhere, as this could cause social change in villages.
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Establishing Brand Fiji
Creating Brand Fiji to ensure Fiji is a prime aspirational destination from our
key source markets is essential to increasing market share.
Branding
Marketing places is increasingly the domain of
sophisticated marketing techniques that replicate the
efforts of marketers in the fast moving consumer goods
category. This is because places are increasingly seeking
to increase the number of visitors they receive to derive
additional economic value. In order to increase these
visitor numbers they will conduct sophisticated and
expensive market research in major markets, create
persuasive and appealing advertising images and convey
these to the potential visitor (target market). They will
use television, radio, newspaper and internet advertising,
magazine advertorial stories, exposure in movie films,
guide books and many other forms of communication,
all with the intention of influencing the behaviour of the
person receiving the message.
Effective destination and tourism product marketing
requires the best creative and technical marketing
possible.
Effective marketing requires good knowledge about the potential
traveller and the available product to ensure good matching.
Post Crisis Recovery
Tourism Action Group
Following the events of late 2006, the Tourism Action
Group was reformed and in early 2007 had established a
twelve month program of specials and aggressive
tactical marketing to counter the downturn caused by
the adverse media coverage Fiji received.
The TAG marketing is essentially an aggressive tactical
campaign with a cooperative approach using
government funds, industry co-funding of campaigns
and donations to the TAG budget. It has a role in
branding in that it attempts to refocus the market from
the negative perceptions of the coup to the positive that
tourism has continued uninterrupted. ”Spot the
difference” was the focus of an early part of the
campaign.
This chapter has been prepared on the basis of the
marketing and positioning of Fiji required in the long
term, not just the immediate crisis response after the
coup.
2007-2016
© Fiji Islands Visitors Bureau
Recognise the importance of the immediate crisis
response of the Tourism Action Group, however
recognise that ongoing marketing and the longer term
establishment of Brand Fiji is vital.
Marketing
Given its available resources, the existing marketing of
the FVB is appropriately managed but under-funded
relative to the task required. The key markets of
Australia and New Zealand are maturing and require a
longer term strategic brand marketing program. This is
critical for longer term growth. This should be based on
creation of an emotional and experiential position.
Currently Fiji’s market from Australia and New Zealand
is strongest in the family segment and ‘Fiji Me’ moves
away from this. This change of focus should be
confirmed.
Fiji has a good position in a number of niche markets
including weddings and diving. A number of other
niche markets such as sailing, MICE, and the seniors
could be targeted. Improvements in tourism product
components such as a broader range of food and
shopping opportunities would be useful. Four new
potential growth markets, China, India, South America
or the Gulf States require investigation and air access
will be a critical issue here. Two new growth markets are
required to achieve the managed growth scenario
The channels of distribution for tourism are changing
and increasingly intermediaries such as wholesalers are
being bypassed through direct bookings. Fiji needs to
address this trend by taking a market driven approach.
Fiji should develop internet tools to facilitate direct
bookings while supporting existing wholesalers. There is
a need to create a product database to allow access to
information about smaller operators, the tools to allow
online reservation and payment for such operators and
links to a web portal.
The position of Fiji is as a relaxing, friendly, sun and
sand/islands destination. The benefit of a Fiji holiday is that it is
relaxing. However, the difference of Fiji from other destinations in
terms of position and benefit is weak. This needs to be
strengthened by increased product development.
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2007-2016

Research and confirm the Fiji Me branding works for key target Other Airlines
markets such as the Australian and New Zealand family market. Other airlines could be expected to spend on advertising
Fiji, however much of this is likely to be tactical for
Brand Fiji currently is ‘one dimensional’ and needs to focus more
specific product offerings, and as many of these airline
on customer experiences. ‘Fiji Me’ has begun this process. Fund a
promotions advertise multi-destination specials (e.g. Fiji
‘pulsed’ brand marketing program in key markets at a cost of FJ
$699, Bali $799, Vanuatu etc.) they do little to promote
$8-13 million annually (in addition to the current tactical
Brand Fiji. This promotion is however important
program).
tactical advertising and have the greatest value when
It is recommended that a wider range of images are shot for ‘Fiji these airlines work with FVB for coordinated tactical
me’ and that this range targets additional market segments such as promotion.
families and also other types of experiences. Movement of the Fiji
Hotels, Wholesalers Etc.
position away from the family market should be confirmed.
Individual tourism businesses and wholesalers do
Further develop meeting and incentive facilities for business advertising in their own right. Much of this is specific to
travellers and new niche experiential and life-style product. the property and not Brand Fiji focussed, however
many properties do contribute to tactical campaigns
Improvements in tourism product components such as food and
with FVB. The total spend by tourism accommodation
shopping, new attractions and activities are required to support
properties on individual marketing and promotional
growth in accommodation. Without additional funding, it is not
campaigns is not accurately known but likely to be in
recommended that other offices are opened. With additional
the tens of millions and may well reach $100m
funding and office in Europe replacing two representatives appears
logical as well as representatives in Canada and Hong Kong- Cooperative Tactical/ Destination Level
China. Branding
The overall approach taken by FVB to date has been to
It is recommended that increase funding is allocated in Australia, increase tactical promotion as it gets the buy-in by
New Zealand and the USA targeting the seniors market. tourism businesses and for a given spend gets double
It is recommended that increased funding is allocated in Australia the spending power and hence share of voice.
and New Zealand (and possibly the USA) to targeting the
This approach is to be commended in that it has had
MICE sector. great success in getting industry cooperation. However,
A number of other niche markets are identified in the FVB it does mean general brand promotion is reduced.
marketing plan for 2007. However funding to develop these Branding, destination level marketing which is not tactical is
markets is low.
needed to create Fiji as an aspirational destination. To avoid any
Increase funding to target new growth markets based on doubt, the strategy is for FVB to conduct a major branding
developments in air access. campaign in key target markets, based on an additional, and
ongoing budget. Concurrently, FVB needs to continue with at
Sharing the Cost of Marketing least the present level of cooperative tactical promotion.
Wider Industry Support of FVB Marketing
To date FVB has been very successful in gaining
industry contributions to add spending power to its
marketing. As a lot of marketing is tactical, about a
specific product offering and with a call to action for a
specific contact and package, individual members are
happy to contribute.
FVB attempts to ensure that all its tactical advertising is
on a one for one basis (is it doubles the spend through
contributions).
Air Pacific
Air Pacific is also a major spender for Fiji’s marketing
spending about FJ $28 million in 2006. Air Pacific offers
a direct contribution to FVB of approximately $5
million in total joint marketing. As Air Pacific is a
destination carrier for Fiji, a majority of its marketing
spend is by defacto destination Fiji promotion.

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eFiji - Online Distribution
Online access generally, and especially through
broadband, is growing strongly in countries around the
world. The importance of the internet for information
search regarding travel search is unquestioned. More
recently there has been a significant trend towards
booking of holidays especially by frequent travellers.
Use of the internet is also higher for repeat visits and
for short haul destinations.
Currently in Fiji, the Fiji Visitors Bureau operates a
website called Bula Fiji (www.bulafiji.com). This website
provides information on Fiji as a destination,
accommodation, things to do, and vacation packages
offered by major wholesalers. Bookings for
accommodation are able to be made with operators
contacted through this site. Bulafiji.com is a popular site.
The current functionality of the FVB website is simple
but effective.
Fiji has a prime opportunity to develop a major online
distribution system (or “portal”). A system can be
developed which allows access by retail customers via
Bula Fiji (for which the tourism product pays a modest
commission - about 2%.) The system would also allow a
booking system via all Airlines (the tourist initially
accesses the airline’s website then gets directed to the
booking engine and dynamic packaging system) with
relevant commission paid between the airline and
tourism business. This system could also be used by
wholesalers with the customer initially accessing the
wholesaler’s website, being directed to the booking
engine with dynamic packaging. This is still badged as
the wholesaler’s sales system, with the wholesaler
receiving their usual commission.
The major benefit of this portal system is brand
reinforcement and it allows promotion and sales of even
the smallest accommodation or tour product.
Develop a product database for all tourism product in the Fiji
Islands (FVB).
Provide a reservation and booking system for smaller operators
(FVB).
Link the bulafiji website to the reservation and booking system to
provide a benefit for smaller operators (FVB).
Develop dynamic packaging options for bulafiji website (FVB).
Dot travel is being established as the new destination
domain address supported by WTO, PATA etc.
FVB should register and adopt www.fiji.travel as a subsidiary
access to BulaFiji.com
2007-2016
Getting Heard – Share of Voice
Noting that the FVB had a total 2005 budget in the
region of FJD $13.5 million, a 2005 UNWTO study on
51 countries gives an indication of the NTO and
destination marketing resources harnessed by some of
the more aggressive nations. As examples, the Greece
NTO had a total budget of USD $151 m, with USD $67
m for marketing, Spain, USD $120 m and USD $75 m,
Malaysia USD $118 m and USD $91 m, South Africa
USD $70 m and USD$56m .
In 2005, NTO’s spent USD $80 million in the German
market competing with each other to gain market share ,
USD $54 m in the UK, USD $52 m in the US, USD $26
m in Japan and already USD $16 m in China.
The choice of marketing instruments used in 2005 were:
Advertising 43%
Tourism Fairs, Trade Shows & Trade Visits 15%
Information 10%
Support to industry 9%
Press trips & PR 7%
Internet 3%
Market Research 2%
Other 11%
FVB Funding
Marketing requires funding and typically destination
marketing funding is inadequate. The recommended
UNWTO minimum guidelines for marketing spend as a
percentage of Gross Earnings is 2.5 to 4%, whereas the
marketing budget of the FVB is well below the
UNWTO standard requirement. In 2003 FVB total
budget was 2% of tourism derived foreign exchange,
2004 reducing to 1.7% and 2005 1.5%. As such the ratio
of Fiji’s destination level marketing funding to foreign
exchange earnings has been declining.
In part this limited budget is related to the problems of
identifying the benefits from tourism marketing due to
individual business activity. The fact of the matter is
that tourism businesses in Fiji benefit (to different
extents) from marketing activity overseas by themselves
and competitors. It is also generally accepted that the
impact of marketing overseas has a significant leverage
effect. In other words the expenditure of $100 on (well
targeted) promotion leads to greater than $100 in sales.
The question is who receives this revenue. UNWTO
guidelines on how to get the most out of destination
marketing budgets propose:
• Define priorities & target - making clear choices,
especially of markets and segments to be active on
and the type(s) of promotional activity to be
employed.
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2007-2016

• Know your demand & trends - starting with the analysis It is suggested that growth above the Low Growth
of actual and potential demand & competition. scenario is unlikely to be achieved without a major
• Cooperate - search for the increase of budgets by branding campaign (and concurrent tactical advertising)
means of partnerships (even out of the industry). at the level proposed. As such it is suggested that for the
• Evaluate the return of your investment. purposes of a cost benefit analysis it can be assumed
that if there is no additional annual marketing
The recommended brand funding and distribution to 2016 is expenditure by government (i.e. no branding) at best the
given in the following table. It is vital that at least this is low growth scenario will be achieved. This is a
committed for any hope of growing the markets beyond a low conservative assumption for cost-benefit as it is
growth scenario. Destination branding cannot guarantee that reasonable to assume that even the low growth scenario
people will chose to holiday in Fiji, but it is a certainty that Fiji cannot be achieved without additional destination level
will not become an aspirational tourism destination without it. marketing spend.
To avoid any doubt, the granting of a reduce budget for The Low Growth Scenario sees a total net increase in
FVB in 2007 will need to be reversed to even recover to government revenue 2008-2017 above 2016 tax receipt
2005 visitor levels. figures of $348 million, whilst the Managed Growth
Cost Benefit of Government Expenditure on Scenario sees a net increase of $567 million. The
Marketing proposed additional spend for destination branding is
Government needs to make an ongoing contribution to $97 million 2008 to 2016.
marketing, predominantly to destination development. Given the above, the increase in government revenues
An estimate of tax revenues to government has been (the benefit) after taking into account (the cost of) the
made and is reported on in previous chapters. Based on expenditure of $97 m in branding promotion (above the
achievement of the Managed Growth scenario, with base of $13.5 m annually for general and tactical
Government spending on marketing through FVB marketing and promotion) for the period 2008 to 2016
being a total of FJ$21.5m in 2008 and rising to $26.5 m is estimated to be $251 m.
in 2016 (2007 dollars), the net government revenue will
be approximately FJ $118 m in 2008 rising to $253 m by Further, taking into account the proposed investment
2016. This is a total net return to the Fiji government of incentives considered to be required, the combined
$1.7 billion dollars over the period 2007-2016. cost-benefit is a net benefit to government of $216 m.
NOTE: The above is based on a series of conservative
estimates, which when considered cumulatively result in
the above benefit being very conservative and likely to
be substantially higher.
Table 19: Core Funding for Branding and Destination Marketing
Origin Market 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Australia $2 m $3 m $2 m $2 m $4 m $2 m $2 m $3 m
New Zealand $1 m $2 m $1 m $1 m $2 m $1 m $1 m $2 m
North America $1 m $4 m $2 m $1 m $1 m $4 m $1 m $2 m $3 m $3 m
UK/Europe $1 m $1 m $4 m $1 m $3 m $1 m $1 m $4 m $1 m $2 m
Japan/Korea $3 m $3 m $1 m $4 m $2 m $1 m $1 m
Emerging Markets $1 m $1 m $2 m $3 m $2 m $1 m $5 m $4 m
• China x x
• India x x
• S America x x
Total Brand Spend $8m $8m $10m $11m $12m $12m $13m $13m $13m $13m
FVB Corporate & Tactical $13.5m $13.5m $13.5m $13.5m $13.5m $13.5m $13.5m $13.5m $13.5m $13.5m
Destination Marketing $21.5m $21.5m $23.5m $24.5m $25.5m $25.5m $26.5m $26.5m $26.5m $26.5m
Government Revenue $128m $140m $153m $167m $182m $198m $216m $236m $257m $280m
Net Government $107m $118m $129m $142m $156m $172m $189m $209m $230m $253m
Revenue (return on
Investment)
X= emphasise this area.

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Facilitating Tourism Growth

Fiji must compete on a world stage for the investment dollar. This will require
financial incentives, streamlining of the approvals processes, and maintenance of
currency control. Generous incentives and smooth approvals processes are essential to
achieve the managed growth scenario. Properly managed, these incentives will provide a
good return on investment to the economy generally and to government revenue.
© Fiji Islands Visitors Bureau

There is no reason at all why an incentive programme to

Incentives and Investment
One of the prime tools government has to facilitate
growth of tourism is to provide incentives for investors
and installing infrastructure that forms a foundation.
By regional standards Fiji’s package of investment
incentives for the tourism industry is generous.
Investment allowances and/or accelerated depreciation
are available to developers of major projects.
Exemptions from excise duty, a concessionary rate of
import VAT is available to approved projects.
stimulate hotel and resort building should not be
discretionary. Most countries’ schemes are discretionary
in order to promote and effect development in new
areas, diversify the tourism product, be an instrument of
national economic development strategy in stimulating
development in designated development regions (such
as the northern islands) or be concentrated in
development precincts to achieve economies of scale in
the provision of infrastructure, typically the
responsibility of national government to provide.

Hotel and resort projects with a capital value in excess
of FJ$40m (US$20) are eligible for a 20-year tax holiday
and hotel or resort projects with a capital value in the
range FJ$10 to $40m are eligible for a 10-year tax
holiday, subject only to statutory planning compliance.
To be eligible hotel projects are required to be of 4- or
5-star quality. There are currently no restrictions on size
or location of the development project, though to
comply with capital eligibility criteria the developments
are inevitably large scale (typically 150+ rooms).
The implementation of the current incentive
programme, which was devised to stimulate hotel
construction and employment in the aftermath of the
November 2000 coup, has been successful in increasing
the number of hotel projects under construction. The
extension of these incentive provisions for a further
three years to 31 December 2008 has resulted in a
significant expansion in the number of projects seeking
and receiving approval. The incentives have also been
extended to include projects with a private villa,
retirement village and private hospital component as
part of the resort complex (with conditions).
There is a need for greater balance in the future hotel
and resort stock to meet the demand for properties
throughout the quality range from 3-star family resorts
to the more exclusive properties and including smaller
properties (with lower investment levels).
As the tourism sector moves forward it is strongly
recommended that discretionary direction to
hotel/resort capacity be implemented. Equally it is
recommended that a menu of incentives be retained to
effect growth in tourism and hence economic
development.
Fiji has yet to reach a critical mass where visitor
volumes and accompanying investment is self sustaining.
This critical mass is probably in the region of 1 million
visitors a year for a country the size of Fiji. Offering
incentives to reach that critical mass is a route that has
been taken by many mature tourism destinations during
their development phase. Within the region, New
Zealand introduced special incentives for hotel
development (to diversify capacity into regional areas)
and Queensland adopted a infrastructure investment
incentive strategies in the 1980s to boost quality tourism
infrastructure in the north and south of the State. Fiji is
at the point where it needs to diversify its tourism
superstructure to meet projected demand from existing
and developing markets into the future. Tourism can
also be a major vehicle for regional economic
development strategies such as breathing impetus back
into the “Look North” development policy.

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 Fiji’s Tourism Development Plan
Proposed Incentives
The package of incentives recommended replacing
those currently in place make reductions in some areas
and extend allowance provisions in other areas. The
overall strategy of this review of incentives is to
maintain continuity of incentives while directing
investment to the segments that have an evident
shortfall in capacity. Maintaining the attractiveness of
Fiji as a destination for tourism investment is of
principal concern.
It is recommended that the term of tax holiday
incentives for hotel and resort construction be reduced
and eligibility for accommodation projects targeting the
international market be extended.
The range of incentives and allowances recommended for
implementation from 1 July 2007 are:
Short Life Investment Package
It is suggested that the granting of incentives
(particularly for larger developments which can strain
community infrastructure) be restricted to tourism
development which is appropriate in the region
(preferred) and where government may need to provide
infrastructure support that the public/private funding of
this infrastructure has been agreed prior to any incentive
being granted.
For smaller developments, only those which are
preferred development in the relevant tourism planning
area should be provided an incentive (any necessary
infrastructure contributions should be determined at
this time as well).
The building of a new hotel, resort or accommodation complex is
eligible for the Short Term Investment Package: qualifying
accommodation complexes:
• not less than FJ$40,000,000 are eligible for a 20-year tax
holiday, with the proviso that only those projects which are
preferred tourism development in the relevant tourism
planning area would qualify and if required, only when
infrastructure contributions have been agreed.
• not less than FJ$10,000,000 but less than FJ$40,000,000
are eligible for a 10 year tax holiday, with the proviso that
only those projects which are preferred tourism development in
the relevant tourism planning area would qualify and if
required, only when infrastructure contributions have been
agreed.
• not less FJ$2,000,000 but less than FJ$10,000,000 are
eligible for a 7-year tax holiday with the provision that only
those projects which are preferred tourism development in the
relevant tourism planning area would qualify and if required,
only when infrastructure contributions have been agreed.
Those projects with an existing provisional approval as of 31
December 2006 would continue to qualify under the previous
Hotel Industry Incentives.
2007-2016
In addition to the above, only those projects demonstrating a Fiji
Character in their development would be eligible for the incentive.
Further, developments must provide and commit to a “statement of
benefits” which sets out commitment to benefiting the local
community, such benefits may include NLTB lease payments and
landowner equity, local employment, training for locals prior to
employment, community infrastructure projects and general
community support.
The application of the above incentives should be applied to live
aboard cruise vessels and skippered charter yachts (which
essentially provide accommodation) brought into Fiji and registered
as Fiji vessels (with a capital value in excess of $1 m), with the
proviso that the vessel must remain registered in Fiji with a coastal
trading licence for tourism purposes for a period of five years
(otherwise the tax foregone becomes payable), to avoid speculative
imports of vessels.
Note: during the development of the Plan the Fiji
Islands Hotel and Tourism Association provided
numerous representations that the period of the SLIP
conditions must remain at the 20 and 10 years
respectively in order to attract investment.
Secondly, there was concern about the preferred
character and Fiji character aspect.
It is proposed that the administration of the SLIP program by the
Ministry of Tourism be such that they approve the HAA where
the proposal is the preferred character and has adequate Fiji
character proposed. Alternatively they may make suggestions to
modify the development. If the developer does not accept the
Ministry of Tourism suggestions, or the Ministry of Tourism
considers that the proposed development should be rejected as it is
not preferred tourism for the area, or it does not have adequate
Fiji character, then a review panel comprising individuals who
have no interest in the matter comprising Director Tourism, the
President of the Fiji Architects Association (or their nominee), the
President of the Fiji Islands Hotel and Tourism Association (or
their nominee) and the relevant Roko Tui (or their nominee) shall
meet to either suggest approval, approval subject to
changes/conditions or rejection.
The final decision would be made by the Minister for Tourism,
however this process, which should only be needed occasionally,
would ensure innovation or difference is not rejected out of hand.
It is important to note that Fiji Character can be achieved by a
range of techniques, not just through traditional design elements in
the architecture, and as such proposals may set out methods of
achieving a Fiji Character in terms of fit out, artwork and interior
design, landscaping, staff training, guest experiences and activities
etc.
Standard Investment Allowance
The current standard investment allowance of 55% is
proposed for a minor increase.
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 Fiji’s Tourism Development Plan
It is proposed that the Investment Allowance be extended to
include refurbishment (including soft furnishings). It is suggested
that specific criteria be developed for this (i.e. soft furnishing
refurbishment may only be included for any property each 5-10
years).
The Investment Allowance (in addition to ordinary depreciation)
of 55% of the total capital expenditure (excluding land) is allowed
as a deduction for preferred development available over a 5-year
period from commencement of operations.
To qualify for the Investment Allowance the style of the proposed
hotel development would be of preferred character in an acceptable
location.
This allowance is applicable to the building of new hotel or resort
complexes as well as renovations or refurbishments of existing
hotels.
Again to qualify, projects must demonstrate a Fiji Character.
Environmental Protection Allowance
There is an environmental management need to
encourage existing tourism properties to raise their level
of environmental protection and performance up to
current best practices. Particular issues are sewage
treatment, potable water treatment, reforestation,
erosion control, and other environmental works.
Additionally, capital expenses for ecoefficiency (such as
water and energy conservation measures, e.g. solar hot
water heaters, smart energy management, variable speed
compressors for air conditioning and refrigeration etc.)
could be supported.
Any capital expenditure undertaken for environmental protection
at an existing tourism business is eligible for a depreciation
allowance of 150% of the capital cost of equipment and
installation amortised over three (3) years after installation within
the boundaries of that business.
Prior approval must be obtained to qualify.
Environmental Protection and Community
Support
There is an opportunity to provide incentives to tourism
hotels and resorts to provide support to their local
community. Support could include environmental
aspects such as water supply, sewage treatment, sanitary
landfill, reforestation and community support for
aspects such as wharves, roads, power supply. The
proposed incentive is for specific environmental and
community benefit capital expenditure. Most of these
costs could be expensed by businesses in some way at
any rate (thus reducing profit and hence corporate tax),
so the margin cost to government in terms of lost
revenue is in effect the additional 25%. However even
disregarding this “cost” the benefit is a community
benefit in terms of services that could otherwise be a
major capital expense to government.
2007-2016
Environmental capital expenditure within the precincts of the
service area installed by a hotel or resort complex would be eligible
for a depreciation allowance of 125% to be amortised over three
(3) years.
Prior approval must be obtained to qualify.
Commercial Operations by Charter Yachts
Fiji is missing out on a lucrative commercial skippered
charter yacht industry owing to its restrictive import and
coastal trading licence requirements. The development
of approved charter yacht operations into remote areas
(on the basis of approved itineraries to locations where
villagers want visits) can be a way of extending tourism
economic benefit to outlying island with minimal
infrastructure requirements.
The period of validity of the special import permit required by the
operator will be extended to be valid for a period of five years and
require a limited coastal licence.
Tourism Infrastructure
For new, but also targeting existing, tourism properties
the provision of an incentive may assist with private
industry contributions to infrastructure such as roads,
water supplies and sewage systems.
Capital expenditure contributions to infrastructure provision for
local or national government network would attract a depreciation
allowance of 125% amortised over a period of 3 years from the
date operations commence.
Prior approval must be obtained from the Ministry of Tourism to
qualify.
Tourism Vehicles and Vessels
There is a need to significantly grow the air, sea and
land transport capabilities if double the present number
of tourists are to be moved around in the next seven
years.
Motor coach and mini bus, limousine and vessels for use by
tourism businesses should attract a concessionary duty of 10%.
Prior approval must be obtained from the Ministry of Tourism to
qualify.
Meetings, Incentives and Conventions
Managers of Fiji’s premier conference facilities raised a
suggestion of offering a VAT relaxation or refund to
intended conferences as an incentive to come to Fiji. At
present the proposals of this Plan offer incentives for
capital expenditure to increase Fiji’s tourism
infrastructure, with the return to Government being the
“cash flow” taxes such as VAT HTT revenue from the
tourism activity (such as conferences). The major
conference facilities have mostly been developed
through some form of incentive for the capital expense
of the infrastructure, so offering a VAT reduction could
seriously affect government return on the corporate
taxes foregone through the offering of the incentive.
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Consider the cost benefit of offering VAT refund etc. for
conferences taking into account the corporate tax holidays for the
establishment of the conference infrastructure. If there is a high
benefit ratio, consider offering the VAT relief.
Impact of Incentives on
Government Revenues
The incentive schemes for construction of hotel and
resort properties have been particularly successful in
stimulating investment in hotel properties, particularly
since the year 2000.
The period of eligibility of the 20-year tax holiday
provisions has been extended till 31 December 2008.
There are a significant number of rooms (7,200 at last
count) in the planning and construction pipeline. Hotel
and resort properties constructed during the eligible
period from 2001 and now in operation are exercising
their tax holiday status.
Hospitality sector profits were non existent in 2002 but
with increased activity financial surpluses were again
being achieved from 2004 on. In the period 2002 to
2005 hotel revenues increased by 56% (BoS) but there
has been no commensurate increase in corporate tax
revenues as hotels are able to take advantage of their tax
holiday or standard allowance status. However,
government tax revenues have growth with the cash
flow taxation of Hotel Turnover Tax, VAT, payroll tax
and various duties.
The estimated tax for a nominal year (in 2006 dollars) of
$140.5 m is presented above, of this Hotel Corporate
Tax is $8.7 m or 6% of government revenues. Other
tourism corporate tax is $6 m or 4 %. For this nominal
year if a total tax revenue of $140.5 m is assumed for
550,000 visitors predictions of tax revenue can be made
for future years (in 2006 dollars).
For the purposes of a cost benefit analysis it is assumed
that investment in tourism accommodation will not be
achieved above 11,800 rooms by 2016 (the low growth
scenario) unless incentives as proposed are offered.
2007-2016
If the managed growth scenario is achieved, in 2006
dollars, the annual government tax receipts will be $280
m (a total increase in government revenues of $567 m,
2006-2016), whereas if the low growth scenario is
achieved, the annual tax receipts will be $191 m (a total
increase 2006-2016 of $219 m. As such, if you assume
that the managed growth scenario requires investment
incentives, but that the low growth scenario can be
achieved without them, then the increased government
revenue is $348 m. Whilst government will still receive
corporate taxes from hotels and the other tourism
cluster, if these are ignored on the basis that incentives
reduce or negate such corporate tax, the government
revenue net of a tourism related corporate taxes will be
approximately $313 m.
Just looking at the cost of tax incentives, on a
conservative basis that by implementing tax incentives
government will receive no corporate tax from hotels or
the other tourism cluster, there is a net benefit in the
period until 2016 of $313 m.
Further, taking into account the proposed marketing
and branding spend considered to be required, the
combined cost-benefit is a net benefit to government of
$216 m.
NOTE: The above is based on a series of conservative
estimates, which when considered cumulatively result in
the above benefit being very conservative and likely to
be substantially higher.
Increased government revenues through the Hotel
Turnover Tax, VAT, payroll tax and corporate taxes
generated through additional visitor arrivals will more
than offset the tax foregone through the incentives
offered to ensure that sufficient accommodation is in
place to meet anticipated future demand.
The estimated net increases to Government revenues
that will be generated through the proposed incentive
programme will not only more than offset the tax
foregone in offering the incentives but also cover the
additional promotional spending required to generate
the increase in visitor volumes.
Management of Incentives and
Concessions
It is considered essential that the approval process be
reviewed to ensure that the Ministry of Tourism is the
start point in the approval process before projects are
submitted to Town and Country Planning for statutory
approvals. Only in this way will approvals for
accommodation capacity be appropriately located and
targeted to existing and future developing international
visitor markets.
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The administration of the approval process under the Hotel Aid
Act should remain with the Ministry of Tourism rather than
being transferred to FIRCA.
Streamlined Approvals
At present there are a series of approvals required for
the development of tourism accommodation, tours and
attractions. There is no coordination of the process nor
a whole-of-government approach. There are numerous
“catch 22” situations (where one approval process may
be awaiting another etc.) which mean there is no certain
path.
NOTE: There is no intention to soften the control or regulation of
the outcomes for tourism, indeed many strategies proposed involve
additional planning controls and constraints. The intention is to
facilitate greater certainty in the process and ensure efficient and
coordinated processing of approvals.
Coordination by Tourism Development Unit
The overall suggested outcome is to have a Tourism Development
Unit which facilitates development approval for select, preferred
tourism developments. The facilitation will be to coordinate
government attention and response taking projects from conception
to regulatory compliance upon commencement of trade. This role of
the Unit will not be any additional regulatory function, rather to
coordinate government approvals and ensure a timely and
consistent response.
It is suggested that the unit compile a series of development policies
(such as normal lease conditions for tourism leases, terms of
reference for an EIA, etc.).
NLTB Lease Premium
At the time of negotiating an NLTB lease, at present a
prospective investor must pay the lease premium fee
prior to obtaining approval for the development. This
needs a leap of faith of investors, who, should the
development not be approved have no ability to recover
the payment. It is suggested that this be changed to a
smaller, non refundable deposit which provide the land
owners to alienate the land for a set period (normally
two years for the developed to obtain approvals and pay
the premium or lose the deposit and agreement to lease).
By making the deposit non-refundable, speculative
alienation of land will be reduced (where landowners
have signed an agreement to lease, yet see no activity
nor the desired economic return for years).
It is suggested that NLTB take a non-refundable deposit of 20%
of the lease premium at the time of signing an agreement to lease
and that the lease premium become due once approvals have been
obtained for the (defined) proposed development (e.g. a 20 bure
resort with jetty and swimming pool etc.).
2007-2016
Planning Approvals
Currently there is a dual process with Town and
Country Planning having a role in planning approvals,
yet the front line agency being the local government
(City council) or Rural Local Authority (under the
Health Department).
This creates a process whereby developers are dealing
with local health inspectors not professional town
planners for complex planning issues and approval
processes.
Whilst there may be an appropriate role for local Health
Inspectors for administration of building permits and inspections,
consider centralising the planning approval process for tourism
development to the department of Town and Country Planning.
Town and Country Planning will need one or preferably two
officers dedicated to planning approvals for tourism development. It
is likely this will require additional staff and resources for Town
and Country Planning.
Environmental Approvals
Currently the Ministry of Environment has a role in
developing the Terms of Reference and then evaluating
environmental impact assessment reports for tourism
development.
Ministry of Environment will need one, preferably two officers
dedicated to environmental assessment for tourism development. It
is likely this will require additional staff and resources for the
Ministry.
Approval Process
The overall approval process remains a mystery to many
tourism developers even when they are in it! Often they
do not know the actual stage in the process they are at
or what the critical path is.
It is suggested that a critical path process diagram for tourism
development approvals be developed and the process described. It is
suggested that this be undertaken initially by the Tourism
Development Unit.
Current and ongoing development projects should be mapped as to
where they are in the process and developers advised.
Timeframes
Currently approvals take an unknown, irregular time
period for approval with each stage and government
agency having its own timeframe. Other jurisdictions
establish set timeframes for agency response to an initial
application, ability to require further information and
then time to make a decision and set any conditions
once further information is received.
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It is suggested that once the approvals process chart is
established that set timeframes be established for each
stage of government agency consideration and response.
At this stage it should be considered a “guide” however
the aim should be to meet the timeframes as though
they were statutory. At the minimum once a timeframe
is exceeded the Tourism Development Unit should
require a reason and a firm commitment to a timeframe
from the relevant agency which will be passed on to the
Tourism Development Unit.
Regularisation
Many smaller developments have been developed with
few of the required approvals, this often means they do
not have the required Hotel Licence and must operate
illegally.
The exact number of current tourism products needing
regularisation is unknown and the scale of the project needs to be
determined with an overall audit.
It is suggested that the Ministry of Tourism allocate one officer for
one year to a project to regularise all existing tourism developments.
Whilst not reducing compliance standards, as many of these
businesses are owned and operated by resource owners a program
to provide technical and administrative assistance to ensure all
necessary permits and licences should be implemented.
All government departments should ensure that all tourism
developments obtain and comply with the required permits and
licences.
Restricted Activities
The Foreign Investment Act (as amended) sets out a series
of reserved activities, those relating to tourism include:
“(b) a taxi business;
(c) a bus business;
(e) retail sale via stalls and markets;
(f) a handicraft business;
(n) home-stay lodging services;
(q) sightseeing tours, travel agent and tourist guide
services; (sic .)”
In addition to the total restriction of the above, in
relation to tourism the following rules apply:
• A foreign investor engaging in a restaurant business
other than those operated by foreign owned hotels
must have at least $200,000 in fixed assets and at
least 50% equity held by Fiji citizen(s) for
investments up to $500,000 in fixed assets.
2007-2016
• A foreign investor engaging in rental and hire cars
`or a chartered land transport tour operator
business must have at least $500,000 in fixed assets.
• Any activity involving investments in the cultural
heritage of the Fiji Islands must have at least 51%
equity held by Fiji citizen(s).
In addition:
• A foreign investor providing an inter-island
shipping and passenger service must have at least
51% equity held by Fiji citizen(s).
In general the reserved activities have served Fiji well
and with some minor modifications over the years have
established a regime where (combined with incentives)
foreign investment is targeted to areas for tourism
development needing foreign capital and not those
within the capacity for local investment.
Review the reserved and restricted activities related to the tourism
industry to establish the social and economic impact of changes to
these requirements. This would address the impact on both foreign
and local investors.
Consider the desirability of allowing sightseeing tour businesses to
be developed with foreign equity.
Currency Control
There are issues regarding the outflow of local currency
for the import of goods and services, particularly
relating to tourism construction projects financed by
local banks, fund managers an/or investors.
Concern over the extent of non-resident borrowing on
the local market to fund private villa developments
prompted the Reserve Bank to issue a directive during
August 2005 effective from 1 January 2006. The main
provision of the directive is the requirement for an
equity contribution by non-residents from external
sources equivalent to 50% of the total purchase price of
the property.
There is obviously a need to protect the currency and further
strategies may be required. This issue of the Fijian economy being
able to fund the required public and private capital investment in
infrastructure is a complex one and will be critical to ensure the
economy can grow tourism without affecting the currency.
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Vanua – Community Benefit
Fiji’s traditional society and resource ownership is fundamental to its character and
society. Tourism can and should provide benefits to and become partners with
prosperous communities.
Community Benefits from
Tourism
Community Wellbeing
Tourism does not exist in Fiji for the sole benefit of investors and
tourists. Fundamentally tourism can and should create community
benefits.
To promote community wellbeing, tourism should:
• Recognise, support and promote community ownership of
tourism;
• Involve the community from the start in all aspects of
development;
• Promote community pride and improve the quality of life;
• Ensure environmental sustainability;
• Preserve and enhance the unique character and culture of the
local area;
• Foster cross-cultural learning;
• Distribute benefits equitably amongst community members,
and;
• Contribute a percentage of income to enhancing developments in
the community.
Tourism resource owners have a major interest in
tourism and obtaining benefits for their mataqali
(landowner) from tourism.
There is a need to identify and develop strategies to reduce even
small scale and occasional social/ cultural impacts from tourism
(e.g. inappropriate behaviour by tourists in a village). Further,
larger scale social impacts such as displacement of communities
from tourism land use or the overrunning of a local population by
tourism workers from other areas also needs to be considered.
Engagement and empowerment of local communities in
planning and decision making about the management
and future development of sustainable tourism in their
local area in consultation with other stakeholders is
essential within the Fijian cultural context. Giving
people responsibility and control over their own lives is
a fundamental principle of sustainable development.
2007-2016
© EcoSustainAbility
Industry and Community Co-Awareness
There is a recognised need to raise tourism industry
awareness of the needs and aspirations of resource
owners and a commensurate need to raise the awareness
of the aspirations and business imperatives of the
tourism industry.
Policy for Community Benefit
In order to achieve community benefit from tourism the key policy
aspects to consider are:
• Ensuring appropriate engagement and empowerment of local
communities.
• Improve conditions for effective local decision making.
• Address the specific position of indigenous and traditional
communities with respect to local control.
Principles for Community Benefit
The awareness by the local community of the net
benefits of well planned and properly managed
sustainable tourism and its contribution to Fiji’s growth
and development is important to community
“ownership” of tourism and harmonious relations with
tourists. Sustainable tourism can and should be a tool to
assist visitors and local communities maintain or
enhance their authentic cultures, traditions, heritage and
distinctiveness.
Tourism development can impact on the social
wellbeing of communities in many positive and negative
ways. Sustainable tourism can contribute to
strengthening the quality of life in local communities,
including their social structures, access to resources,
amenities and healthy natural ecosystems. This
necessitates planning policies established to avoid any
form of social or environmental degradation or
exploitation in the name of tourism development.
Community tourism should be encouraged and facilitated according
to the following principles:
• Tourism should be socially sustainable. Tourism must
provide economic, social, cultural and environmental benefits
for host communities, while having minimal impact on these
sustainability factors.
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• Poverty alleviation must be a primary goal of tourism
development.
• Tourism development needs to be community driven and
controlled.
• Tourism should be managed by the host community and the
government in partnership.
• The tourism industry needs to demonstrate respect and
recognition of indigenous culture and natural heritage.
• Tourism development must be participatory and include a
range of stakeholders.
• Tourism needs to be complimentary to the local and
indigenous economy.
Community Determination
The vanua needs to be receptive to tourism and should lead and
control tourism in their community. This requires the strong
indigenous leadership and entrepreneurial skills to foster change
and development on a community-wide basis.
Community Awareness Training and Education
In order to empower indigenous communities to make decisions a
foundation of accurate knowledge and skills must be established.
Social Carrying Capacity
Managing the volume of visitors within an area at a particular
time (e.g. during Sunday church services, family or village events
etc)
Establish visitor management policies to reduce congestion such as
promoting off-peak season visits, presenting alternative locations to
spread visitor load and impacts, offering alternative activities to
spread visitors.
By promoting mutual use of facilities and services by
locals and visitors, visitor expenditure can assist in
ensuring the viability of community services and
facilities.
Influence the Behaviour of Tourists Towards
Local Communities
Information supplied before and during the visits,
regulating behaviours such as noise and littering,
provision of litter bins, information signage in different
languages if necessary, supporting campaigns to combat
environmental bad practices, sex tourism and the
exploitation of children and women.
Capacity Building
Institutional arrangements need to be developed to support inter-
community learning. Indigenous communities need the mechanisms
to network to share lessons learnt and best practice.
2007-2016
Community Based Tourism
Community based tourism is a fundamental mechanism to achieve
regional prosperity and poverty alleviation and ensure tourism
benefits the Vanua.
This aspect of tourism development requires special
consideration given its fundamental (and socio-
psychological) importance to Fijian identity and culture.
Defining a set of community based tourism strategies
may strengthen this Plan’s other strategies proposed for
regional development outside Viti Levu, and also into
those currently existing areas of major tourism activity
such as the Mamanucas, the Yasawas, the First
Landing/Denarau/Momi Bay corridor and the Coral
Coast. Inland areas however should also be included.
Fundamentally, it is important to integrate tourism
development into community development holistically.
If tourism is used as a tool in isolation from other
aspects of village/community development it will not be
able to maximise the linkages necessary to ensure its
sustainability.
To be sustainable tourism projects must be linked to
wider village needs and be constructed through local
institutions which have the support of the majority of
the community. Without holistic integration there is a
risk that tourism development may be viewed as an end
in itself instead of as one vehicle to alleviate poverty and
assist in attitudinal change, especially with reference to
the environment and conservation. A tourism project
may be utilised as the entry point for social mobilization
within village communities.
The following guidelines are proposed to be adopted as a basis for
community based tourism in Fiji:
• the over-riding principle is the need to use tourism
development to create additional income and improve living
standards (e.g. health and hygiene, education, basic
infrastructure) at the village level as part of poverty
alleviation;
• it should be grounded in the concept of sustainable human
development with its emphasis on the creation of social capital
(as outlined by the United Nations Development Program in
2000);
• tourism should be approached and conceptualised as ‘the
tourism system’ not the tourism industry, since in fact its
backward and forward linkages make it integral to virtually
every economic sector and its interconnectedness with
Government, the private sector, communities, the social sector
and the bio-physical environment must all be considered if it
is to make a valid contribution to poverty alleviation and
regional development;
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• it should be focus group oriented, especially with regards to
poverty alleviation and redistribution of income, gender
relations, and disadvantaged groups. In this context,
reduction of gender discrimination will require an analysis of
gender roles and relations as well as entitlements;
• it should focus on self-help (social mobilisation of local groups,
strengthening of village and district planning, decentralisation,
etc.);
• it should assist institutional development because poorly
developed local institutions are unable to provide required
services to address structural problems of under-development
• since growth in agricultural output and fisheries in Fiji are
seen as the most important contributors to the alleviation of
rural poverty, tourism development should be designed
wherever possible to increase demand for agricultural produce
leading to more farming activities. It will thus provide
employment opportunities leading to increased income in the
family and reduction of poverty;
• it should be based on sustainable use of natural and cultural
resources with conservation as a guiding ethic;
• it will thus play a major facilitating role between local groups,
I/NGOs and government organisations.
The Role of Tourism Resource
Owners
Tourism resource owners have a key role in tourism, they are
landlords, business partners, shareholders, neighbours, local
community members, sometimes employees and interested
stakeholders in tourism developments.
It is important to recognise that tourism resource owners have a
cultural and individual interest in the sustainable use of their land
and resources and an interest in maximising the benefits to
themselves and their local communities from tourism.
Fundamentally Tourism Resource Owners are also
custodians of landscape and culture.
Representation
Traditional tourism resource owners should be represented in
major tourism fora.
The Ministry of Tourism should continue to include tourism
resource owners as key stakeholders and further to facilitate at
least an annual Tourism Resource Owners Forum.
Range of Activities
Involvement of resource owners in tourism should not be restricted
to cultural tourism alone. Traditional resource owners should be
encouraged to consider and engage in the provision of a range of
tourism products and services in partnership with the broader
sector.
2007-2016
Business Skills
Successful tourism businesses are based on sound business
planning and management. Traditional resource owners should be
empowered with the skills to undertake these activities.
Institutional Arrangements
Successful tourism operations must operate within the mainstream
tourism network. To be successful, indigenous tourism enterprises
need to be incorporated into the broader Fiji tourism distribution
networks
Qoliqoli
The aspirations to have the right of ownership and
resource interest in the sea and coastal area lead to the
qoliqoli process. As at early 2007 no legislative solution
to recognise Qoliqoli or establish statutory rights and
obligations for qoliqoli owners had been resolved. The
major national controversy over a previous proposal
shows that it is a difficult issue and one which will take
some time to resolve.
It is recognised that there may be a process to recognise and /or
manage Qoliqoli in some way during the life of the Plan.
A following chapter sets out principles from a tourism
industry perspective regarding Qoliqoli. It is also
necessary to recognise that any formalised approach to
Qoliqoli will need to benefit Qoliqoli owners in a fair
and equitable way.
Maximising Local Community
Benefits
Maximising Economic Retention
A key goal for ensuring greater community benefit from
tourism in Fiji is to work to maximise the economic
retention or minimise the leakage. The cost of exports
(tourism expenditure) less the cost of imports to
support the tourism (imported building materials,
outboard motors, diesel fuel, beef steaks etc.) is the
economic retention.
There are two key areas where there are prime
opportunities to maximise the retention, firstly in
employment and secondly in the “Fiji Farm” or
agricultural products.
Employment
Recognise local employment as the fundamental mechanism to
ensure local community benefit from tourism. Ensure the
employment arrangement is not exploitative, locals have the
opportunity for skills/capacity improvement, promotion and career
security.
Employment is addressed in a following chapter.
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The Fiji Farm
Agricultural Products
In addition to reducing the economic leakage (better termed
maximising the economic retention) from tourism activity, the
creation of agricultural and minor manufacturing industries to
support tourism is a great opportunity for community benefit.
Many of the efforts undertaken to maximise the
economic benefits derived from tourism in Fiji have
concentrated on “traditional” efforts such as increasing
the number of tourist arrivals, increasing the average
length of stay and increasing the overall expenditure of
tourists. Another potential way of enhancing the
economic benefits of tourism and community benefits,
as well as addressing broader issues of sustainable
tourism, is to expand the backward economic linkages
by increasing the amount of local agricultural products
produced for and used in the tourism industry.
Not only does this contribute to positive economic
benefits for local communities, but it also contributes to
addressing a more holistic approach to sustainable
tourism through the articulation of tourism, sustainable
agriculture and sustainable cuisine.
The benefits of increased linkages between tourism and
agriculture go beyond just “what is on the plate” and
include the generation of a range of both direct and
indirect demands for agricultural products and services
related to tourism.
Table 20: The Fiji Farm – 2014 Demand for Primary Produce
Product Demand Per Per Year
Visitor Day
¼ lettuce day 2,200,000
1 tomato day 8,800,000
½ Papaya 4,400,000
¼ Pineapple 2,200,000
1 prawn 17,600,000
2 eggs 17,600,000
100 g Steak 880 tonnes
100 g Fish 880 tonnes
¼ Chicken 2,200,000
2007-2016
The effects of these demands can result in a variety of
positive outcomes, including a reduction in “product
miles” and other wastes, enrichment of localities and
economic links, more attractive, vital and viable rural
areas, a more vibrant and locally distinctive tourism, and
greater economic and social well-being for the host
community.
Table 20 sets out the potential demand for key
agricultural product by the year 2016 should the
managed Growth scenario be achieved (table based on
1.1 million visitors with 8 night average length of stay).
Strategies to produce and provide sufficient, reliable, quality local
foods for hotels (both indigenous and exotic products) include:
Institutional Strengthening
Create stronger linkages between agricultural producers, the
Ministry of Agriculture and Fisheries and the product consumers
(hotels, resorts, restaurants etc.) to promote better quality,
consistency and reliability in the production of high demand
agricultural products.
Distribution Support
Provide support and encouragement for establishment of
agricultural products warehousing, wholesaling and distribution
systems.
Quality of Product
Develop technical extension programs to encourage the production
of consistent, quality high demand agricultural products.
Per Week
43,000
169,000
85,000
42,000
169,000
338,000
17 tonnes
17 tonnes
43,000
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Native Land and Trust Board
The Native Land and Trust Board (NLTB)
acknowledges the economic significance of tourism to
Fiji’s economy and its impact on the NLTB and
landowners. In order to maximise the benefits of
tourism, the NLTB has formulated strategic plans on
how to best utilise native land which is 88% of total
land, for tourism development. Tourism accounted for
approximately 10% of all total lease rental receipts in
2004 and was worth $20.2m in 2003.
The major roles of the NLTB Tourism Unit are to facilitate
tourism development on native lands for the well being of the
Fijian landowners.
One of the major objectives of the Unit is to increase
the tourism lease portfolio by at least 5% in the next 2
years (commercial wealth). In order to achieve this, the
Tourism Unit proposes that the new lease contract will
depend on the relationship created during negotiations
and meetings between the interested parties. There are
new benchmarks in place to act as a guideline in the
negotiations (Type 20 Manual of the Estates Operations
Manual) for large scale (3-6 star resort) development
and small and medium scale development
(backpackers/1-2 star resort).
In addition, the Unit will assist in regional tourism
development in line with the National Tourism
Development Plan. All lease processing and
identification of potential sites will go through a set
process to have a coordinated approach on packaging
and marketing native lands. Other policies are to
increase the level of genuine Fijian participation in
tourism from development, planning and the provision
of services; support tourism education and awareness
programs for its staff lessees and landowners; encourage
environmental values, greater appreciation and interest
in the Fijian environmental heritage; continue to work
in partnership with landowners; government and other
stakeholders on potential areas from large scale, to small
scale, ecotourism and conservation sites.
The fundamental role of NLTB as the prime trustee and
negotiator of benefits from tourism development for land owners is
recognised.
The proposed Tourism Development Unit should take proactive
role in working with NLTB in its administration of leases and
negotiations.
2007-2016
There is a current issue where lease premiums must be
paid up front when an agreement to lease is issued and
prior to development and investment approvals have
been obtained. This is not desirable, and whilst a
significant non-refundable deposit is reasonable in
exchange for Mataqali alienating land for a set period
with an agreement to lease, the lease premium should
not be owing until after all approvals have been
obtained (but of course prior to any works
commencing).
NLTB Tourism Policy 2006-2010
The following section outlines the current NLTB policy.
No specific policy changes are proposed at this stage
however it is noted that a review of NLTB operations is
underway and the Policy may change. If the policy is
reviewed, the National Tourism Council and Tourism
resource Owners Forum should be involved.
Large scale 3-5 star resort development -
Maximum term of 99 years and a minimum of 20-100
acres apply depending on the availability of the land and
land owners use. A lump sum of premium shall be paid
at the commencement of lease with the annual nominal
(honeymoon) rent based on the prevailing market rate
for the first 5-10 years (development period). This is
subject to an increase of $5,000-$10,000 per annum.
The other option is to pay the agreed value for the first
10 years where the value of the land is used as the basis
for calculation of the honeymoon rent. From the
operation date of the development, annual rent will be
based on a formula (minimum of 3.5%-7.5% of Gross
receipts). This agreed gross receipts must be reviewed
every 10 years. Other standard conditions include
education and training expenses for the land owning
unit which is subject to review every 5-10 years. Equity
participation in the context of capital payment paid to
the lessor. Other benefits/ special conditions include,
improvement and assistance in land owning unit’s water
supply, health, village hall and electricity. Lessee should
give first preference to the land owning unit for the
supply of all food items that are satisfactory quality of
the lessee. A representative of the land owners shall be a
member of the Board of Directors of the Company.
Additional factors such as directorship, de-reservation,
crop compensation, consideration fee, quarterly time
work plan, encourage mataqali projects, landowners
participation in villa developments, possibility of
payment of insurance cover / premium for land owners
are considered.
Small and Medium Scale Development – Backpackers,
1-2 star resorts -
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Where the landowners themselves are developers by
leasing their own land, NLTB may consider subsidised
terms and conditions to assist the projects. Term of
lease is from 50 to 99 years and a minimum of 5 to 20
acres. Premium rate is assessed at 20-50% of the big
scale developments to assist indigenous Fijians to
actively participate in the tourism industry. If the lease is
fully owned by the land owning unit, premium shall be
waived accordingly. Special conditions are considered in
the event that the indigenous Fijians cannot pay the
premium assessed. A minimum honeymoon rent of
$500-$5,000 per annum for the first 3-4 years of
development are applied. Annual rent / gross receipts
assessment is calculated to the agreement in the lease
terms and conditions. From the 5th year of the lease rent
shall be based at 3%-7.5% of gross receipts. The
development period shall be restricted to 3-4 years and
an education fund shall be paid every year. Other
benefits / special conditions are similar to that of the
large scale development with changes in the payment
which depends on the scale of the project.
Facilitating and Promoting
Community Tourism
The development of community based tourism projects
often suffer from a lack of a linkage to other products.
As an example a local waterfall is not really a tourism
product, even of the locals can provide a guide and
build a walking track. A tour product is needed,
however the waterfall on its own may not be sufficient
to create a successful tour.
In a region though, there may be many such potential
attractions and experiences which can be “joined” to
make a suitable day tour, or indeed if the product
involve village stays or other accommodation, may
indeed make a multi day tour. A tour which links the
various attractions and community based tours, which
provided suitable financial support to the local
communities involved can be a win-win for all parties.
2007-2016
Encourage tour operators who can link community based tourism
initiatives.
Further, many smaller tours and community based
tourism ventures suffer from a lack of awareness by
tourists. If all tourist know of are those products offered
by tour desks at hotels they may miss out on other
smaller community based ventures not supported by the
tour desks.
Post arrival visitor orientation can be a worthwhile
mechanism to ensure the support for these smaller
ventures and that once tourists arrive in a destination,
they know of and can visit the attractions, go on the
tours and stay in the accommodation. There are two key
mechanisms to achieve this, one is a post arrival
orientation website with all, the tours attractions,
accommodation and transfer information for visitors.
The second is to establish a series of visitor information
centres in key locations (e.g Suva, Nadi, Sigatoka,
Lautoka, Savusavu and Rakiraki.). FVB presently has a
visitor information centre in Suva.
Establish a post-arrival information area on the Bulafiji website.
Investigate the feasibility of establishing visitor information centres
Gender Equity
A Key to Community Benefit
Gender equity in tourism is a key to ensuring equitable
community benefit and thus facilitating community
benefits from tourism should involve empowerment of
women.
The UNWTO has recently launched an initiative
supported by the Australian based Sustainable Tourism
Cooperative Research Centre.
Review the Gender Equity program of UNWTO and ensure is is
applied and embedded in community benefit initiatives.
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Sustainable Development
Fiji’s nature, culture, society and economy can and must benefit from tourism.
Sustainable development is the foundation for tourism growth.
Tourism is an activity which involves special
relationships between visitors, the industry, the
environment, local communities and governments.
The “capacity” of Fiji to accommodate growing tourism
is discussed in many forums throughout Fiji. A
common comment is that annual tourism numbers
should not exceed the population, i.e. the 550,000
visitors should not exceed the 900,000 population as
though Fiji will be overwhelmed. When of course even
when the managed growth scenario is achieved (1.1
million visitors) there will only be about 25,000 visitors
in the country on any one day.
However whilst Fiji will not be “outnumbered”,
ensuring that the existing tourism industry is
ecologically, culturally and socially sustainable is not
only desirable, but necessary. Further, the sustainable
development of tourism growth is vital to ensure
irreversible adverse impacts do not occur to Fiji’s
relatively pristine natural environment and its authentic
cultural traditions and integrity.
Further to the environmental need for sustainability, Fiji
has the potential to position itself as a sustainable
tourism destination. This is becoming more important
as potential tourists recognise the significance of
tourism impacts on destinations and the need for
positive environmental and social/cultural outcomes
from their visit to an area. It also attracts a competitive
destination advantage.
Sustainability as a Priority
Tourism is Fiji’s largest and fastest growing industry.
The economic benefit tourism brings to Fiji is well
documented in government reports, media and research
journals. In conjunction with the positive side of
tourism the negative effects have also been well
recorded. Nevertheless, tourism is not the only form of
activity that degrades the environment and the amount
of degradation caused by tourism is not easily
quantifiable. However, through sustainable tourism the
physical and social environment and resources can be
sustained with appropriate mechanisms and tools put in
place.
2007-2016
© EcoSustainAbility
There is an opportunity for all tourism stakeholders to
take action in sustainably managing environmental and
social resources for tourism. Sustainable tourism is not
only beneficial for the conservation of the natural
environment, but also increases visitor satisfaction,
cultural richness, resource efficiency and local prosperity.
Tourism and the Environment
The natural environment is an integral part of tourism
products and services and the quality of nature plays a
significant role in the success of tourism. This is clearly
the case for Fiji as the country promotes its untouched
sun, sand and sea imagery as a major draw card in its
international branding and marketing efforts. In order
to preserve Fiji’s pristine environment and minimise the
negative impacts from tourism, it is crucial for the
Government, tourism industry and communities to
undertake a collaborative approach. This will allow
quality tourism development within limits of acceptable
change to the ecological, social and cultural
environment.
Strategic Environmental Assessment
The potential environmental and social effects
stemming from uncontrolled tourism development are
well documented in tourism research. In this context,
the Strategic Environmental Assessment (SEA) by the
WWF South Pacific Programme, Asian Development
Bank and New Zealand AID was conducted to review
the potential social and environmental impacts of the
1998 Plan. The assessment analysed past research
reports on the Fijian environmental status and the
negative impact tourism may have caused in Fiji’s
ecosystems and resources – mangroves and forests,
coral reefs, freshwater, species population, climate
change, social impact, land conflict, etc.
The assessment reports on previous research that
identified the increased environmental and social quality
decline furthered by tourism development with specific
cases in the Coral Coast and west Viti Levu.
Furthermore, an analysis of the strategies recommended
by the previous tourism development plan in
conjunction with the SEA objectives was carried out.
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The assessment emphasised the importance of
controlled tourism development all throughout the
regions of Fiji and a lack of implementation of the
previous Plan’s sustainable development strategies.
Environmental Regulation
The role of Government in setting regulations and
policies to control the negative impact of tourism on the
natural environment is crucial. They can act as
boundaries for various stakeholders in their activities
that involve environment and raise standards of
environmental performance.
Environment Management Act
The Government of Fiji Islands has taken steps to
support sustainable resource management and
encourage environmental conservation through the new
Environment Management Act (EMA). The Act sets
guidelines and policies for environmental impact
assessments, waste management, pollution control and
penalties. Whilst enacted in 2005, regulations have not
yet been promulgated and as at early 2007, little of the
Act is being implemented.
Under the National Environment Council, the Ministry
of Environment, Ministry for Land, Mineral Resources,
Agriculture, Fisheries and Forests, Ministry of Fijian
Affairs, Ministry of Tourism and the Native Land and
Trust Board are the responsible government authorities.
Within the context of tourism development, the
enactment of the Act through the Department of
Environment is valuable for:
• controlling and monitoring pollution, waste
management, abatement and reduction;
• implementing and carrying out the Environmental
Impact Assessment process;
• setting, enforcing and overlooking environmental
standards; and
• sustainable management planning and maintenance
of natural resources.
Regulations to support the implementation of the Environment
Management Act need to be established, implemented and enforced.
Environmental Impact Assessment
The Environmental Impact Assessment (EIA)
component of the Act is vital in the sustainability of
tourism development. Since 1989, all tourism
accommodation development is required to submit an
EIA to gain approval for construction from the
Department of Town and Country Planning.
2007-2016
The EIAs must be reported by an accredited consultant
and the EIA unit within the Department of
Environment assess the EIAs of proposed
developments. The evaluation of the assessments is
carried out in accordance with terms of reference,
potential environmental and resource impact, mitigation
measures and any other prescribed matters in
consideration.
The EIA terms of reference should not only look at the
immediate impact the tourism development may have,
but also the long term potential negative influence it
may bring.
Ensure environmental impact assessment considers cumulative
impacts of development, including the potential impacts of growing
residential communities or villages supported by the tourism
development.
Consider capacity building of the Ministry of Environment for the
assessment of larger development proposals.
The follow up after the EIA process for tourism
development needs to be more closely monitored than
under current procedures. Once the EIAs are approved
there is no mechanism in place that ensures the
proposed developments have kept within the scope of
development proposed when the EIA was prepared,
acted upon commitments made during the EIA and
complied with any conditions.
The Environmental Impact Assessment unit should establish a
monitoring system where follow up of conditioned approvals is
conducted.
Sustainable Development
Guidelines
It is recommended that the following guidelines be
adopted and form the basis for conditions for approvals
of new tourism accommodation, attractions, activities
and facilities:
Water Supply
Tourism developments require significant quantities of
potable water. In urban and established areas
throughout Fiji there is reticulated water. There are
instances where existing developments have placed
added stress on water supplies and their capacity has
been or is being exceeded.
In many other remote locations, resorts must supply
their own water and use a mix of surface water, ground
water, rainwater collection and seawater desalination.
The initial three of two of the above (surface and
groundwater) can result in tourism using a limited
resource which may be competing with local community
needs and requirements for environmental flows.
Tourism properties should have a sustainable supply of potable
water.
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The amount required must take into account the
ultimate size of the resort, ancillary businesses (e.g dive
shop) and staff (whether onsite or in local villages). The
sustainability of the water supply must address the
consequential impacts on water supplied for the local
community and minimum environmental flows. Further
consideration of sustainability should take into account
the cumulative impacts of water use from other nearby
resorts, other land uses (e.g. farming) and local
communities (e.g. villages).
Surface Water
Tourism properties should not adversely affect the natural
hydrological regime.
In general natural drainage paths on sites should be
maintained, buildings and structures designed around
and within drainage paths. Drainage on site should be
adequate to prevent dampness and damage. Building
levels should take into account storm surge.
Erosion and Sediment Control
Tourism development should not cause erosion, sedimentation or
adversely effect water quality.
Design and construction techniques to minimise erosion
and control any sedimentation are well documented and
have relatively minor costs. These best practice erosion
and sediment control techniques should be used
wherever development is near a coast, wetland or
watercourse.
Wastewater (Sewage)
Tourism properties sewage disposal should be sustainable.
A properly designed sewage treatment system should be
used and be appropriate to the scale of development to
ensure the ultimate disposal of effluent is within the
ecosystems assimilative capacity (i.e. without adverse
impacts). As a general rule secondary sewage treatment
with effluent reuse (e.g. garden irrigation) should be
considered the minimum level of treatment. Treatment
any less than this or direct disposal should be
specifically assessed and only approved in instances
where is can be shown that the risk of ecological
impacts in minimal.
Solid Waste Recycling and Disposal
Tourism developments should have mechanisms to ensure recycling
is maximised and that waste is only disposed of to a sustainably
managed landfill.
Hygienic collection and storage facilities should be
provided at all tourism properties, preferably with
separation for recycling. Resorts in remote areas need to
have in place a waste disposal method which is
sustainable.
Coastal Development
Tourism development should not adversely affect coastal processes.
2007-2016
At present there is a policy of a 30m set back from the
high water mark for buildings. There may be some cases
where a development is not within the zone of coastal
processes closer to high water mark than 30m (e.g. set
back somewhat but above a cliff), and other instances
where a development is still within coastal processes
more than 30 m back from high water mark (e.g. in a
dune system or lagoon/wetland). Anecdotal reports
suggest that the setback has been relaxed in some
developments and enforced in others.
Without discounting a setback approach entirely it is
important to adequately consider the effect on coastal
processes rather than just adopt a linear measure. Even
over water bures on pole structures on a reef flat or in a
coastal lagoon with the main central facilities well back
from the nearby beach (and behind the dune system)
could have less effect on coastal processes than a slab
on ground construction of bures and central facilities on
a hind dune/swale system on the same beach. In both
the above examples, the dredging and creating of an
access channel to a wharf or jetty which caused greater
tidal range in a reef flat/lagoon could more adversely
affect the local marine ecology and coastal processes
(beach erosion/formation with changed current and
wave regimes) than the bure location.
The assessment of impact on coastal processes should address the
totality of the development and its potential to cause change in
coastal systems rather than just a set back for buildings.
Mangroves and coastal wetlands have a specific role in
the marine ecology and often provide nursery for fish
breeding (a key ecosystem process, but also of key
economic concern to maintain fish stocks).
Tourism development should avoid disturbance of mangrove and
other intact littoral habitats as far as possible.
Marine Protection
Tourism development should not adversely affect the local marine
ecology.
The uniqueness and pristine natural marine
environment continues to be a principal attraction and
draw card to Fiji’s tourists. But this attraction introduces
certain risks to our environment and which could be
managed better. Protection and conservation of the
marine environment is therefore crucial to Fiji’s future.
Forest Protection
Tourism development should not adversely affect natural forests
and where forest have previously been disturbed should involve
revegetation.
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Natural, old growth forests are rare in Fiji an d wherever
they occur should be protected as far as possible. Other
previously disturbed forest types should still be
conserved as far as possible, but some further
disturbance is acceptable when combined with
revegetation to mitigate the impacts.
Wildlife Protection
Tourism development should preserve wildlife habitat, not
adversely effect species of conservation concern and should
contribute to wildlife conservation.
Tourism in Fiji has a unique opportunity to provide an
example of a sustainable industry having a net bee fit to
wildlife conservation. Already some resorts have
approaches with conservation and aiding the breeding
of sea turtles.
Landscape Protection
Tourism development should present natural landscapes and
complement built landscapes.
Fiji’s natural landscapes are a key component of its
tourism product.
Scenic Amenity
Buildings should not be sited or of such height, mass or size that
they become dominant scenic alterations from areas of public
(community or tourist) view such as roads, trails and the sea.
Other than in cities, buildings should not be sighted
where they break the skyline or cause a dominant scenic
alteration, particularly on ridge lines in predominately
rural, coastal or natural landscapes.
Ecoefficiency – Energy, water and waste
Tourism is a major user of resources, yet has the
opportunity to implement ecoefficiency measures to
minimise its use of energy, water and production of
waste.
Tourism development should meet best practice performance
techniques and benchmarks for energy and water efficiency and
minimal waste production.
Existing tourism development should benchmark and move
towards best practice ecoefficiency.
Fundamentally the achievement of energy efficiency and
water conservation measures saves significantly on
operating costs. New developments can usually be
achieved with a lower capital cost for construction and
significantly lower operating costs of best practice
energy and water conservation measures are
implemented. This does not have to in any way detract
from the guest experience and is still achievable in
backpacker to exclusive luxury styles of facilities and
hospitality services.
2007-2016
Existing developments can work to implement
ecoefficiency measures without detracting from the
guest experience. Experience has shown that substantial
operating saving can be achieved with small capital costs
which are usually amortised by savings over periods of
one to three years.
Ecoefficiency benchmarking, such as the Green Globe/
Earthcheck benchmarking process should be implemented.
Information on best practice ecoefficiency measures and equipment
suitable for Fiji should be implemented.
Tourism Certification and
Accreditation
The previous tourism development plan proposed a
strict enforcement of EIAs and planning procedures for
tourism accommodation operators with an introduction
of a ‘Green Code’ scheme. The notion of environmental
certification and/or accreditation has been at the
forefront of environmentally sensitive tourism research,
industry operation, NGO agendas and concerned
government authorities the world over. The benefits of
environmental certification and accreditation are to
conserve and protect the natural and social environment,
encourage sustainable resource management, raise
industry competence, standardise environmental
performance, etc.
The use of an environmental certification scheme will
not only assist in environmental sustainability for the
tourism industry in the longer term but also can be used
as a marketing tool. Many environmentally conscious
tourism destinations have adopted green certification
schemes in their tourism attractions, products and
services, and accommodation. The success of properly
managed and monitored tourism environmental
accreditation schemes has been evidenced in Europe,
the Caribbean and Australia. Fiji with its pristine marine
and forest resources should adopt appropriate and
realistic environmental certification and/or accreditation
programs to protect and sustain its tourism resources.
As an example, as at early 2007, one key competitor,
Bali, has an active process of benchmarking and
certification under the Green Globe scheme. This
scheme is also well established in the Caribbean and is
the key program being implemented by the Caribbean
Alliance for Sustainable Tourism.
Fiji Green Globe
The Ministry for Tourism has commenced the
development of a collaborative approach, recognising
the unique aspects of Fiji, but seeing the benefit of
linking with a global certification scheme with
recognised branding and best practice. This has led to
the proposal of ‘Fiji Green Globe’.
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Green Globe is an internationally recognised
benchmarking and certification program for the tourism
industry. Some of Fiji’s existing resorts are already
Green Globe benchmarked and/or certified. With the
expertise of Green Globe and the Ministry of Tourism’s
specific local knowledge, the collaboration will better
suit the local tourism industry and meet international
standards. The program will cater for small to medium
accommodation, especially backpacker operations, to
decrease environmental tourism impacts and to educate
and encourage environmental sustainability within the
local tourism industry.
The proposed environmental auditors for Fiji Green
Globe will be locals trained by Green Globe who will
meet the international standards of environmental
performance but also understand the unique local
environments. Fiji can be the first tourism destination
in the South Pacific region to provide internationally
recognised, locally managed environmental tourism
certification. This can be utilised as a strong marketing
advantage.
Continue to develop the Fiji Green Globe program to create an
internationally recognised but locally administered appropriate
system of environmental certification. Involve tourism industry and
conservation stakeholders in the project finalisation and
implementation.
Sustainable Cultures
The tourism industry provides local experiences that
include traditional cultural activities and performance,
local handicraft and art for visitors. People travel to
various destinations to experience culture and customs
different from their own. This unique experience
represents a special experience, education and fosters an
appreciation for other traditions and customs. Fiji has a
unique blend of Melanesian and Polynesian cultures that
are attractive for visitors.
In liberalised countries where societies are becoming
more modernised, traditional cultures and old ways of
living are being forgotten. Although village life and the
close-kinship of local communities do still exist, Fiji is
no exception. Promotion of local culture and customs
through tourism can be a tool to prolong and sustain
the Fijian cultural identity for future generations. For
example, older generations can teach younger
generations about traditional cuisines, dances and art
that can be utilised in the tourism industry. Nevertheless,
there are cases all over the world where traditional
cultures and customs have been exploited for the
benefits of tourists and the authenticity of traditional
cultures becomes a commoditised product.
2007-2016
In order to maximise the benefits and minimise the
negatives of cultural tourism a collaborative approach
by government authorities, local communities, artists
and crafts people and the tourism industry to promote
and protect the identity of Fijian culture is desirable. In
this context, an initiative under the Department of
Culture and Heritage to protect and develop local
indigenous artists has led to the creation of the ‘Label of
Authenticity’. The primary objective of this labelling of
indigenous artists is to raise cultural standards, protect
genuine work and instil cultural integrity.
The Ministry of Tourism should work with the Department of
Culture and Heritage to establish cultural tourism standards.
Nevertheless it is noteworthy that accreditation or
labelling of cultural authenticity should not be used as a
tool to over-expose and exploit the true identity of Fiji.
Careful planning of the promotion and protection of Fijian culture
for tourism is required. Special measures not to over-commercialise
the Fijian cultural and traditional identity are a must.
Protected Areas
There are numerous existing and proposed reserves and
marine protected areas in Fiji. This is not surprising
given Fiji’s abundance, for its size, in both marine and
forest resources. Under the Department of Forests,
there are protected forest, forest reserve and nature
reserve, nature reserves, national heritage parks and
other parks and reserves. There are also Marine
Protected Areas that are managed under the
Department of Fisheries with other relevant ministries
and NGOs.
The need to preserve and protect these significant areas
is necessary for sustainable use of resources,
environmental management, development and
education, and for future generations of Fiji.
It would be desirable if Fiji had a National Park system for
conservation lands and a Marine Park system for larger marine
conservation areas.
The formal declaration of such areas should not stop the
collaborative establishment of local marine protected areas
(including tabu areas).
World Heritage Sites
The United Nations Educational, Scientific and Cultural
Organisation (UNESCO) support significant and
valuable heritage and sites all around the world to be
enlisted for protection and preservation.
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The previous tourism plan suggested the islands of
Ovalau and Taveuni be listed as World Heritage Sites
under the UNESCO managed program. The proposal
of submitting Levuka town as a world heritage site has
been in scheduled for over ten years and the final
submission was to be made in 2006. As mentioned in
previous sections of this report, the Department of
Culture and Heritage under the Ministry of Fijian
Affairs continuously strives for world heritage status of
Fijian cultural heritage and the conservation of valuable
sites.
The initial step to put Fiji on the world heritage map
was taken by the Department of National Heritage in
1987. In 1996 Levuka was put forward to UNESCO as
a tentative site. Since then the Department has taken
various steps to achieve world heritage status for Fiji.
The Cabinet endorsed the notion of listing Levuka as a
world heritage site in 2003 when the National World
Heritage Committee under the Ministry of Fijian Affairs
was established. The secretariat for the committee
includes the Fiji Museum, Department of Culture and
Heritage and the National Trust of Fiji.
In 2005, a Levuka world heritage officer was appointed
within the Department and a draft proposal was
scheduled for submission by September 2006. The
Department is also working with JICA and Kyushu
University on a research project in Levuka which
involves 30 architectural buildings and communities.
The main focus of this research is on conservation and
sustainable tourism management plan. The research
results are scheduled to be presented at the UNESCO
meeting in Paris.
If Levuka is accepted as a world heritage site under
UNESCO, it will be the first within the South Pacific
Islands region. The status and reputation of a world
heritage site will attract visitors from all over the world.
This will put Fiji on the map for nature and heritage
conscious travellers.
Additionally several NGOs are looking at the island of
Taveuni and the Lomaiviti group as containing potential
heritage sites.
Continue to consider the world heritage nomination of key sites
within Fiji.
2007-2016
Marine Protected Areas
There are numerous existing and proposed Marine
Protected Areas (MPA) in Fiji. In order for a proposed
marine area to become an MPA, there are various
organisations the area needs to go through, such as the
Ministry of Fisheries, the relevant NGOs, customary
fishing rights, relevant local communities, etc. The role
of an MPA is to support the sustainable development
and management of the marine resources for the benefit
of the community. MPAs also enforce legal marine
resource conservation guidelines for subsistence and
commercial use.
There are three MPAs involved in tourism activities.
These are Ulunikoro Marine Reserve, Waitabu Marine
Reserve and Wamena Marine reserve. Within these
reserves tourists are allowed to visit and engage in
recreational activities such as diving and snorkelling.
Some of reserves with world class dive sites have
adopted the user fee system from tourism to maximise
its benefits from tourism. The fund collected from users
goes back into the MPA for conservation, maintenance
and even scholarships for local village students.
Consider the development of major marine reserves such as the
Great Astrolabe Reef and Cakaulevu Reef. Consider more
modest marine reserves around key sites in the Yasawas, Yadua
Island etc.
Forest and Nature Reserves
Forest Parks and Nature Reserves are attractions for
visitors interested in nature-based activities during their
holidays. The unique ecosystem that exists in Fiji’s
protected forest and nature areas are important for
tourism product diversification. In addition, the
preservation of these areas is required for the
sustainable development and maintenance of biological
diversity for future generations.
There are seven Nature Reserves and ten National
Heritage Parks under the Forestry Act that allows
controlled public access. Additionally, the Ministry of
Forestry works together with the Ministry of
Environment, The Fiji Museum, Native Land an Trust
Board and National Trust of Fiji to establish National
Heritage Parks. These parks include community
managed Bouma Park, Abaca Park, Waikataka
Archaeological Park and Tavuni Fort.
Consider the establishment of a formal protected area system and
include key sites such as the Sigatoka sand dunes (it is a Heritage
Park under National Trust), Taveuni etc..
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National Trust of Fiji
The core objectives of the National Trust are: cultural
and natural heritage protection; heritage awareness; local
community involvement; capacity building; policy
frameworks; financial sustainability; and partnerships.
These objectives are supported with a mission to
provide benefit and enjoyment to people through
conservation, protection, sustainable management and
research of Fiji’s natural and cultural heritage.
The Trust managed sites include Sigatoka Sand Dunes
National Park, the Momi Gunsite Historic Park, the
Gerick Reserve, the Waisali Reserve, the Yaduataba
Iguana Sanctuary, the Levuka Community Centre and
Borron House. The Kadavu Parrot Awareness
Campaign, the Awareness and Captive Breeding
Programmes for the Crested Iguana, coral reef
monitoring at Yaduataba, and the nomination of Levuka
to the UNESCO World Heritage List are other projects
that are in progress in conjunction with international
organisations.
The Trust acknowledges the relationship between well-
protected natural resources and the growth of
ecotourism. The organisation strongly supports and
encourages sustainable development that promotes
empowerment of local communities, employment and
resource development. Future new projects include the
establishment of the Muanakaka Bird Sanctuary in
Kadavu, an awareness program for the Fiji Petrel on the
island of Gau, and the establishment of Fiji’s National
Heritage Register.
Marine Conservation
The marine environment of Fiji is an important part of
the Fijian life. The previous tourism development plan
reported that more than fifty percent of the population
reside within 60km of the shoreline and approximately
ninety percent of villages are on the coastline.
Traditionally, the livelihood and way of living of locals
was somewhat dependent on the marine resources for
food. Fiji’s industrialisation has led to an increase in
hazardous waste and oil spills into marine environments.
The State of the Environment Report, although
outdated, provides a comprehensive understanding of
the existing and future potential destruction of the
marine environment.
Though tourism is the not the sole or even major
contributor to the deteriorating state of Fiji’s marine
environment, the environmental impact tourism makes
cannot be ignored.
In addition to formal and informal marine protected
areas, consideration should be given to sustainable use
of local seafood resources to ensure the take for village
use and local tourism is sustainable.
2007-2016
In particular, consider a local ban, bag limit or size limit
on crayfish and on some reef fish. Consider banning the
catching and eating of parrot fish and other herbivorous
reef fish owing to their role in controlling algal growth
on reefs (the loss of these fish may exacerbate algal
blooms owing to high nutrients from land runoff and
poorly treated sewage).
Integrated Coastal Management
The Integrated Coastal Management (ICM) project was
initiated by the Institute of Applied Science at the
University of the South Pacific with the Coral Resource
Centre at the University of Rhode Island and is funded
by the David and Lucille Packard Foundation. The
Coral Coast area of Nadroga Province is where the
project’s pilot study was undertaken with inputs from
the various Government ministries and departments,
NGOs, local authorities and the local community.
The previous tourism development plan highlighted an
urgent need for integrated coastal zone management run
by an entity that may set policies and provide
recommendations on cross-sectoral issues. The project
in the Coral Coast is managed by educational
institutions that are achieving positive results and
realistic measure that are improving the environmental
quality of the coastal zone.
It is strongly recommended that following the ICM pilot project,
the lessons and issues identified be implemented to other coastal
areas.
In order to continue this positive initiative as a long term process
for other coastal zones the National ICM committee needs to
work with relevant stakeholders. Funding for this initiative will be
required.
Fiji Locally Managed Marine Areas
The Fiji Locally Managed Marine Areas (FLMMA) is a
successful program that is managed by local
communities for environmental sustainability. Under
the Ministry of Fisheries, its primary role is to operate
community-managed marine resources development
and conservation in the districts of Fiji. Among its many
responsibilities FLMMA is also involved in the
development and process of Marine Protected Areas.
Empowering local communities in the conservation and
management of their own natural resources is crucial.
This bottom-up approach allows local communities to
make decisions and approach local government
authorities with their knowledge and suggestions to
increase advantages for their areas.
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Prior to the implementation of FLMMA, careful
planning and agreement between local communities and
government authorities are delivered. The unique
indigenous hierarchy of mataqali of the areas are
understood and the structure of FLMMA is applied in
agreement with the local communities. Therefore, the
role and the responsibilities of the managed areas are
not in conflict with their traditional roles within a clan.
The success of FLMMA is due to ensuring
empowerment and involvement of local communities in
the protection and development of their marine areas in
a manner which respects traditional hierarchy and
control.
Reduce the existing conflict between local communities that manage
marine areas and local government authorities.
More knowledge training and capacity building for broader
communities is required.
Waste Management
Solid and liquid waste management is often a key area of
concern in Fiji. Some coastal and island areas have
experienced noticeable environmental impacts from
poorly treated sewage effluent contributing to elevated
nutrients and algal blooms.
Consider a proactive program of ensuring that all tourism resorts
have their sewage effluent treated to at least a secondary standard
and the effluent discharge is sustainable (e.g. disinfected effluent to
land disposal).
Greater emphasis should be placed on ensuring sustainable
disposal of solid waste (e.g. sanitary landfill). Further, an
education program of the environmental harm caused by burning
waste should be implemented.
Land Management
Fiji has many land management issues for conservation
of its terrestrial ecology.
Encourage proactive conservation management of tourism owned
natural landscapes, including weed control, erosion control,
reforestation, less harmful fire regimes etc.
Climate Change
According to the United Nations Environment Program
(UNEP) climate change project proposal Fiji, like other
Small Island Developing States (SIDS), is particularly
vulnerable to the likely impacts of climate change in
future years.
Possible impacts cited are an increase in extreme
weather conditions, primarily cyclones, droughts and
floods coupled with a rise in sea level in the order of 23-
43cm by 2050 and up to 1m by 2100.
2007-2016
Clearly these impacts have marked implications for Fiji’s
tourism industry including coastal erosion and physical
damage to property by an increase in the frequency and
height of storm surges, damage to infrastructure,
interruptions to water availability, interruptions to
supply chain, reduction in the attractiveness of Fiji’s
climate to tourists particularly with respect to increased
rainfall, climate related health issues and the control of
dengue fever, coral bleaching, diminished attractiveness
for investors, increases in insurance premiums or
withdrawal of cover.
There is the possibility of a climate change and tourism
project (funded by UNEP) to be run concurrently in Fiji
and the Maldives as test projects aimed at understanding
the impacts of climate change on tourism and the
efficacy of adaptation opportunities. In particular the
Fiji project will focus on ‘building and utilizing the
capacity of Fiji to integrate responses to concerns
related to climate variability and change into a broader
risk management framework, strategy and plan for the
tourism sector’.
The project will link in the with Fiji Ministry of
Environment Climate Change Policy which flags awareness
raising, capacity building and factoring climatic risks in
to other relevant legislation as its aims. This in turn links
with the Pacific Islands Forum Pacific Climate Change
Framework 2006-2015 which encourages Pacific nations
to adopt precautionary adaptation measures based upon
principles of risk management. The Global
Environment Facilities funding component for the Fiji
project stands at US$775 000 and will be seeking
additional cash and in-kind contributions from
government, bilateral agencies and NGOs.
Universal concerns on climate change are evident. The
impact it can have on the quality of the environment,
which is directly linked with quality tourism experiences,
should be understood by the Government, tourism
industry and the local communities. Government needs
to seek sufficient funding to undertake the climate
change project.
Limitations of Tourism
One of the notions of sustainable tourism development
is growing tourism with an understanding that the
resources being used for tourism should not become
over exploited. There are many cases from around the
world of un-controlled tourism development leading to
irreversible negative impacts on the socio-cultural and
natural environment of destinations. Therefore, limits
and boundaries need to set to encourage and establish
sustainable tourism development.
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Carrying Capacity
In order to control the development of tourism in a
more sustainable manner tourism research has discussed
the concept of carrying capacity. In the context of
tourism the definition of carrying capacity is understood
as the maximum number of visitor use an area can
sustain without deteriorating the quality of the natural
environment, local community and visitor experience.
The carrying capacity of tourism may be considered in
terms of ecological, socio-cultural, infrastructural,
psychological, technological and management capacity.
Many practitioners and academics criticise the concept
of carrying capacity due to its un-realistic quantification
measures. The external variables that can affect carrying
capacities are complex. Nevertheless, adopting carrying
capacity in tourism development in certain context can
be helpful. For example, controlling the number of
visitors to a park during a certain timeframe or the
number of accommodation units that can be built
within a certain area are useful tools to control carrying
capacities.
Prior to adopting carrying capacity, in a tourism development area
or potential development area, the scope of the specific area in
terms of the state of the environmental resources, local community
dependency on the environment, the contribution of tourism, et
cetera should be understood thoroughly.
Careful planning, implementation and flexibility is
required to successfully determine carrying capacities for
certain areas.
Limits of Acceptable Change
With the recognition of the difficulties in quantifying
carrying capacities, the concept of Limits of Acceptable
Change (LAC) is probably a more useful framework.
The LAC approach is based on not the actual number
of visitors to an area, but rather the change that patterns
and intensities of visitation causes in an area. Therefore,
the limits to tourism development should be guided by
impact and undesirable changes, a function of not
simply visitor numbers but also visitor behaviour and
management practices (including measure to prevent or
mitigate impacts).
In some locations there may be a need to set limits of acceptable
change on ultimate development or appropriate styles of
development in particular regions and areas of Fiji.
2007-2016
Ecotourism
The concept of ecotourism as an alternative to mass
tourism is becoming increasingly popular in the world
tourism scene. The internationally accepted principles of
ecotourism are that it is responsible nature-based travel;
contributes to conservation; involves local community;
and provides environmental education through
interpretation.
The Fiji government has put forward the ecotourism
and village-based tourism proposed policies and
strategies that support the development of ecotourism.
Although the adaptation of the proposed policies has
been somewhat slow, the locally adopted concept of
ecotourism (i.e. community managed tourism) and
support by government has been fruitful to some extent
in promoting a sustainable tourism model over recent
years.
Ministry of Tourism
The ecotourism unit under the Ministry of Tourism
commenced in 2000. It started off as part of the
Integrated Human Resources Development Program
for Employment Promotion under the Fiji Government.
Between 2000 and 2005, the unit assisted approximately
150 projects (FJD $2million). Heavy concentration is on
developing tourism accommodation and activities for
indigenous communities in the outer regions of Fiji.
The commitment of the development of ecotourism
project is manifested in its Fiji Ecotourism and Village-
Based Tourism Policy & Strategy 1998. The ecotourism
unit projects are currently focused on developing small
to medium tourism enterprises to create tourism
employment for indigenous people. Future challenges
lie in adopting other ecotourism concepts such as
environmental education and contributing to
conservation. Setting up proper ecotourism projects is
costly, therefore the unit concentrates on two main
aspects of the internationally accepted definition of
ecotourism – nature based and community involvement.
Projects in the past 6 years have been successful in the
context of providing local employment.
Current challenges for the unit exist in the monitoring
and managing of the quality performance of past
projects due to the lack of resources. Other challenges
include streamlining the approval process of ecotourism
projects.
Continue to seek funding to support rural tourism development in
a sustainable manner.
Seek assistance from international organisations (such as
NZAID for Bouma and Koroyanitu) for technical assistance in
developing true ecotourism projects for the community.
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The currently adopted concept of ecotourism under
Ministry of Tourism projects assists regional
employment in the tourism sector rather than
operationalising the ideologies of ecotourism (e.g. giving
back to conservation, environmental management and
environmental interpretation). The potential exists, and
it may already be the case that tourists seeking genuine
ecotourism experiences will be disappointed by the
current offerings labelled as ecotourism.
There are also registered sites of national significance
under the NLTB. These sites may be used for
ecotourism cave, dive, waterfall, bushwalk, bird-
watching tours. With proper guidance and support, Fiji
has much potential in developing itself as a diversified
ecotourism destination that goes beyond the sun, sand
and sea.
Role of NGOs
There are a number of Non-Government Organisations
(NGOs) involved in the conservation and sustainable
development of the natural and socio-cultural
environment in Fiji. The role of NGOs in conjunction
with government and industry is crucial for sustainable
tourism development in developing countries such as
Fiji. The technical assistance NGOs offer is invaluable
for planning, implementing, managing and completing
projects. Detailed examples of NGOs working in
relation to the MoT are illustrated below.
In Fiji, until early 2007, there was the Coral Cay
Conservation (CCC) that commenced a pilot study to
determine the status of the coral reefs in the
Mamanucas. This pilot project commenced due to
higher than normal seawater temperatures causing a
serious ‘bleaching event’. The CCC provided
recommendations involving monitoring, education,
setting up a Mamanucas management group, data base
acquisition to set up a fully-functional GIS, and setting
up multi-user Marine Protected Areas.
2007-2016
As a result of this project the Ministry of Tourism
recognised the long-term commitment to restore the
status of the coral reef and thus, signed a three-year
MOU in 2002 which was extended to 2008. The
organisation has now shifted focus to Kadavu and the
south coast of Viti Levu including the Coral Coast.
Future plans were in place to formalise CCC’s advisory
role.
Another NGO that is actively involved in Fiji is the
World Wildlife Fund (WWF) – South Pacific
Programme. The Fiji Country Programme currently
works in four thematic areas (i.e. Marine, Forests,
Climate Change and Species) and is in the process of
developing Freshwater projects. Specific projects on
traditional medicinal plants, Kuta restoration and
Ulunikoro marine protected area were conducted. Other
projects in action are marine programs on Tikina Wai in
Gau and Great Sea Reef, aquarium trade, climate change
and forestry.
Additionally, the WWF developed the Strategic
Environment Assessment (SEA) report on the Fiji’s
Tourism Development Plan 1998-2005. This was
undertaken in order to assess the environmental and
sustainable development impacts of the Plan and for the
Ministry of Tourism and its partners to make future
plans sustainable. This assessment results recommended
a major need for the present policy to be reviewed to
project Fiji’s environment and its people. As a result, an
advisory group was established comprising of the
Ministry of Tourism, Ministry of National Planning, Fiji
Islands Hotels Tourism Associations, the University of
the South Pacific, tourism consultants, the Fiji Visitors
Bureau and WWF to guide the SEA process.
Conservation International, Greenpeace and others are
also proactively involved in the improvement of socio-
cultural and natural environment quality. Therefore,
involvement of NGOs in sustainable tourism
development needs to be continued with hands-on
involvement of relevant government authorities and
locals for capacity building.
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People Power
Human resource development and capacity building is the foundation of a strong
tourism industry. Quality service and quality local jobs starts with quality education
and training.
The People
The next 10 year future of tourism in Fiji is one of
international visitor arrival growth, not stagnation or
decrease. There can also be expected the emergence of a
more noticeable domestic tourism market.
More customers staying in more hotels, motels, resorts,
guest houses and on live-aboard boats undertaking
more activities, buying more goods and souvenirs at
retail shops, going to more restaurants, buying more fuel
at service stations, more coffee at coffee shops, using
more trained tour guides, undertaking new activities,
using more internet facilities and so on will demand
continuously improving customer services. Service
quality has been identified is a key issue for Fiji tourism
sector and a significant challenge to address to meet the
future growth of the industry.
Fiji is a country that is suffering from both
unemployment and underemployment. The forecasted
growth in jobs means that the tourism sector will have
substantial labour requirements that need to be met if
Fiji is to meet the industry’s economic potential and
remain a competitive destination. Those jobs will not
only be required for the current and expected new
accommodation providers, but also for:
• the national and local area tourism administrations
with policy and planning skills, destination
marketers;
• tour operations and activities managerial and
operational staff;
• travel agency and inbound operator services;
• attractions staff and management;
• interpretation, guiding and languages;
• protected area management, land-use planning,
zoning and building code management;
• architectural design, landscaping, builders,
carpenters, plumbers, mechanics;
• business planning, investment advisors,
organizational leadership skills;
• banking and financial services;
• aviation services, marine services and so on.
2007-2016
© EcoSustainAbility
Many of these will require sufficient training investment
to meet international standards – especially in the
aviation and marine sectors operating across
international boundaries.
The majority of positions that will be required to meet
the future growth of Fiji’s tourism sector will be in the
non-managerial workforce. They will not need MBAs,
rather quality vocational and skills training which will
assist in the reduction of unemployment rates, regional
development, poverty alleviation, gender equity and the
empowerment of women. Throughout the developing
economies of the world, where women have been given
the skills and the chance to succeed through small
business loans or increased educational opportunities,
families are stronger, economies are stronger, and
societies are flourishing.
It is clear that education and training remains a vital
support pillar for the tourism and hospitality industries
in all destinations, including Fiji. Ultimately, the quality
of service delivery to Fiji’s future visitors upon which all
tourism related businesses depend will be underpinned
by the education and training vision and commitment
by both the public and the private sectors.
This was acknowledged in the 1998 Plan which
contained an Education and Training Plan. However, it
is clear that many of the recommendations from the
previous Plan have yet to be addressed. These are
identified as key issues within this Plan.
The original role of each of the three government
supported education providers could be defined as :
• Fiji Institute of Technology: To provide entry level
vocational education to secondary school leavers.
• Training and Productivity Authority of Fiji: To
offer in-service training courses to those already in
the industry.
• University of South Pacific: To offer higher
education courses at a higher and more conceptual
level to secondary school leavers.
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• Private providers: In-house operations by
industry, professional private company education
and training products.
Currently, there are 21,400 employment positions
directly attributable to tourism activity. Under a
managed growth scenario, this will rise to 43,200 by the
year 2014.
Some of the consequences of the historical growth in
tourism in Fiji have included: a lack of job-ready
entrants for the industry; incongruence between what
educational providers are producing and what industry
is looking for; skill shortages in certain key occupational
areas (such as supervisors); dropping service standards;
and, on-going reliance on expatriate labour.
A planned and coordinated effort towards human
resource development and capacity building needs to be
facilitated to ensure the future managed growth of
tourism in Fiji through the following strategies.
Understand the Challenge
Currently, there are no empirical data about the existing
skills shortage facing Fiji in the tourism, travel and
hospitality related sectors. Nor is there an assessment of
what types of training and education are required to
fulfil these HRD needs or the educational and career
pathways to do so. In order to address these issues, a
comprehensive assessment of HRD and capacity
building needs should be undertaken. These data should
be applied to the development of an HRD and capacity
building plan to meet the projected needs of the
industry. Opportunities for up skilling of existing
employees should be identified, as should pathways for
articulation between levels of qualifications.
Ministry of Tourism in association with the Bureau of Statistics
should conduct a survey of existing hotels and other tourism
businesses identifying skills shortages and the potential need for
trained recruits in the next twelve months.
Undertake an assessment of the scope and scale of the HRD and
capacity building needs for sustainable managed growth of the
tourism workforce. These data should be applied to the
development and implementation of an HRD and capacity
building plan for the Fiji tourism industry. The Plan should be
benchmarked against industry employment needs, projected
educational outputs as well as expected turnover loss rate in
industry.
2007-2016
A Coordinated Approach
There are several providers of tourism and hospitality
training and education in Fiji. Provision ranges from
short-course in-service training through to advanced
degree level qualifications. Unfortunately however, there
is a lack of communication and coordination between
the various providers, and between providers and
industry. This has resulted in duplication of offerings
and concerns that the current provision is not meeting
industry’s requirements for a skilled labour force now
and into the future. Additionally, there is a need for
tourism and hospitality education outside the current
provision, for example at the secondary level, and in the
community. In order to address these issues, a Tourism
Training Task Force should be established.
Establish a Tourism Training Task Force on training and
education for the tourism and hospitality industries. The Task
Force should coordinate an annual Tourism Training and
Education Forum, as well as an annual Career and Education
Expo. Additionally, an analysis of educational provision in
comparable small island nations should be undertaken.
Invest in Education
Given the projected growth in Fiji’s tourism industry,
22,500 new employment positions will be created (Table
20). 12,100 of these positions will be in the hotel sector
(Table 21).
The majority (approximately 93%) of the employment
opportunities industry-wide will be at the sub-
managerial, sub-supervisory level. Most positions will
require vocational skills or skills developed through in-
house training. Taking into consideration the capacity of
both public and private sector providers, there is a lack
of capacity nationally to produce enough trained skilled
and semi-skilled workers to fill these positions. Major
investment and infrastructural development is required
for the public sector providers, FIT and TPAF in
particular, to meet these vocational level needs.
Additionally, emphasis should be placed on in-service
training through TPAF to provide opportunities for up-
skilling for existing employees in industry, thus
enhancing career pathways. There is also a need for
more industry specific, and industry focused education
at the degree level. Given the urgent need for large
numbers of employees with vocational skills, degree
level education should remain the focus of USP. USP
should continue to develop a dedicated hotel
management programme.
Identify what should be the strategic focus of the various public
educational providers (TPAF, FIT and USP). Support
institutional strengthening and capacity building for these providers
within their area of strategic focus to maximise scarce resources
and avoid potential duplication of programs.
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 Fiji’s Tourism Development Plan
2007-2016

FIT tourism program should continue to focus on vocational The following training targets (in terms of delivering
training for school leavers. suitable candidates for new jobs) should be adopted for
tourism training for new job training (note this does not
TPAF’s tourism training program should focus on both entry level
include in-service and up-skilling training that TPAF
training (i.e. those not yet in the tourism workforce) and also on
already undertakes and will need to increase). Note: the
in-service training programs tailors to the needs of employers.
targets are full time equivalent and often in hospitality
USP’s tourism training program should include a specific hotel positions are casual or part-time, as such more actual
management degree and further, other degree programs such as training could be required.
engineering, land management, law and accounting should have
Table 20 sets out the overall new jobs in the tourism
specific links to undergraduate tourism courses such that tourism is
cluster and Table 21 the new jobs specifically in the
a specific “minor” .
Hotel sector.
Tourism Training Targets
The targets for ongoing training are: Vocational training 43%
Low level in-house training 28% Degree level 16%.

Table 21: New Tourism Jobs - Managed Growth

Tourism 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Total
Spending New
Category
Hotels: Existing 11,440 11,440 11,440 11,440 11,440 11,440 11,440 11,440 11,440 11,440 11,440 11,440
1995-2006
Hotels: New 0 0 0 1,514 3,028 4,541 6,055 7,569 9,083 10,596 12,128 12,128
<2006

Restaurant/Café 1,728 1,728 1,728 1,728 1,884 2,053 2,238 2,440 2,659 2,898 3,159 3,457 1,728
Sea/cruise 636 636 636 636 693 756 824 898 979 1067 1163 1272 636
transport
Air transport 1,148 1,148 1,148 1,148 1,251 1,364 1,486 1,620 1,620 1,925 2,098 2,295 1,148
Road transport, 518 518 518 518 565 616 616 732 798 870 948 1,037 518
taxi, public
Transfers/tours 608 608 608 608 663 723 788 859 936 1,020 1,112 1,217 608
Travel agencies, 553 553 553 553 603 657 716 781 851 928 1,011 1,106 553
tour operators
Communications 332 332 332 332 362 394 430 468 511 557 607 664 332
Retail shopping, 1,327 1,327 1,327 1,327 1,447 1,577 1,719 1,874 2,042 2,226 2,426 2,655 1,327
duty free
Finance, 968 968 968 968 968 968 1,065 1,065 1,065 1,623 1,769 1,936 968
business services
Construction 364 364 364 364 467 570 673 776 879 982 1,085 1,190 826
Utilities 180 180 180 180 180 180 198 217 239 239 239 263 83
Cultural/ 1,659 1,659 1,659 1,659 1,808 1,971 2,149 2,342 2,553 2,783 3,033 3,318 1,659
recreational staff
Total 21,461 21,461 21,461 21,461 23,844 26,296 28,882 31,566 34,138 37,638 40,685 43,976 22,515
Additional 0 0 0 2,383 4,835 7,421 10,105 12,677 16,177 19,224 22,515

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2007-2016

Table 22: Breakdown of Hotel Jobs 2016 Managed

Accessible Training and Education Growth Scenario
In a broad sense, the government is funding FIT and
USP for education and training. The industry is largely Staff category % of Potential
staff new jobs
paying for in-service training through the training levy
Supervisory/management 10 1,210
that goes through TPAF. Individuals who are unable to
Cooking 15 1,815
get government funded positions at FIT or USP, have
Waiting 13 1,573
to obtain for-fee places with FIT, TPAF, USP or one of
Housekeeping 11 1,331
the private providers. This is often prohibitively
Electricians, plumbers, 7 847
expensive. Additionally, the relatively low-pay levels for carpenters etc. & general
jobs in the industry mean that getting a return on the maintenance
investment in education can take some time. Alternative Gardeners 4 484
means of financing tourism and hospitality education Front desk 4 484
are imperative to ensure that industry has an adequate F & B cashiers/control 4 484
supply of suitably trained and qualified staff. Accounting 3 363
Increase government funding for additional positions at FIT and Activities/recreation 4 484
USP. Consideration should be given to government supporting the Bar 3 363
in-service training and education initiatives of industry above the Dishwashers/stewards 3 363
current levy through a matching fund scheme. Porters 3 363
Entertainers 3 363
Student loan schemes should be investigated and implemented. The Laundry 1.5 182
PSC loan scheme should be expanded, with greater support for Administrative support 1.5 182
students living allowances. Other 10 1,210
A ‘managed apprenticeship’ or cadetship scheme should be Total 100 12,100
implemented in partnership with industry to support additional in-
service training.

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 Fiji’s Tourism Development Plan
The Building Blocks
The desired outcome is to have adequate infrastructure to support tourism
growth with the least possible cost to government.
Infrastructure
Expansion of hotel/resort capacity will require
additional infrastructure capacity in the form of power
generation and reticulation, water storage, supply,
treatment and reticulation, sewage treatment roads,
communications and the like, not only for sustainable
natural environments, but also to assure a safe and
secure environment for visitors, the workforce and local
communities. It is unrealistic to assume that the national
government should take on the full responsibility for
providing the capital for hotel development project
infrastructure.
Government utilities have the responsibility to maintain
infrastructure reticulation to properties once they are
operational and will receive a revenue stream for so
doing. A formula for structuring the private sector/
public sector contribution to the capital development
costs for project infrastructure and environmental
protection needs to be established. For smaller
infrastructure projects such as sewage treatment in
remote areas, accelerated depreciation at attractive rates
is recommended to stimulate private sector owners to
provide their own facilities within the precinct of the
hotel or resort property. A depreciation allowance of
150% of capital cost is recommended.
Further, in order to stimulate investment in
environmental protection facilities (water and sewage
treatment) in the “worker” villages that develop in the
vicinity of resort properties, a depreciation allowance of
125% of the capital cost is recommended. The same
applies to the installation of solar power units for
remote village locations.
2007-2016
© EcoSustainAbility
Infrastructure Priorities
Currently recognised priorities for tourism development are:
• upgrading Labasa airstrip for night operations for DASH-8
size aircraft;
• urgent safety works re aprons and building intrusions in
safety envelopes as required (e.g moving shed terminals back
from runways) at Vunisea, Matei and Savusavu airports;
• upgrading Nadi airport terminal (e.g. the outbound
immigration and security area), then expanding the Nadi
terminal as flights grow and the number of aero bridges and
luggage conveyors etc. need increasing ;
• water supply capacity for the Natadola to Vuda area (and in
particular for Denarau for forthcoming developments);
• sewage treatment upgrade for Nadi town and new sewage
treatment for Savusavu;
• streetscape development for Nadi town and Savusavu;
• Coral Coast-Denarau road bypass of Nadi town;
• upgrade of the Labasa to Savusavu road to coincide with
airport upgrade;
• VHF marine radio repeater system throughout Fiji waters;
• voice and internet communications to all outlying areas of Fiji
(use some form of community service obligation subsidy);
• wharves and jetties as per the ADB funded rural outer
island development proposals;
• electrical power supply and reticulation for Taveuni;
• road access to facilities (such as car parks, boardwalks, picnic
facilities and signage) at or on the way to and at key visitor
attractions such as the Nahehe caves and Waibasa Hot
Springs.
Note that the above list is not considered
comprehensive however the above are key strategic
priorities as at early 2007.
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 Fiji’s Tourism Development Plan
A Coordinated Approach
At present the various arms of government do not have
a coordinated, big picture strategy nor whole of
government policy to infrastructure development. At
present there are a variety of approaches to relationships
with tourism developers. This means that similar
developments within Fiji have vastly different levels of
infrastructure support by government.
A Tourism Infrastructure Task Force is suggested which should
initially prepare an overview of the present commitments to
providing infrastructure and identify urgent needs.
This Task Force should comprise the major government agencies
and utilities providers to coordinate a response to infrastructure
priorities for tourism development.
The Task Force should be facilitated by the Ministry of Tourism
and involve the Tourism Development Unit, indeed the Task
Force may be a sub-committee of the present Interagency (although
all infrastructure/utilities agencies need to be involved for the
Task Force to be effective).
Communications
Communications infrastructure is vital to growing a safe
and efficient tourism industry.
Marine Radio Safety Network
At present there are many small vessel voyages (for
tourism, fishing and local community needs) made
throughout Fiji without adequate communications links.
For a relatively small investment a series of VHF
repeaters on a same channel (distress frequency) could
be established through out Fiji and monitored by Suva
Radio. Such a system is provided in New Caledonia and
has proven to provide a vital safety net.
Small long boats can use handheld radios (although they
do have a reduced power and hence range) and any
vessel with a battery can install a fixed VHF radio.
Given the pricing is in the order of $250-400 it is well
within the reach of most tourism vessel owners and
quite likely most community vessel owners. The
repeaters themselves, once installed need only annual
maintenance, they are solar powered and can be
installed on remote mountain tops and island to ensure
adequate coverage.
Install a series of VHF radio repeaters to cover all Fiji waters.
Voice and Internet
The provision of voice and internet services is vital to
tourism businesses. With internet bookings becoming a
major part of sales and the need to communicate
efficiently with suppliers and agents/wholesalers etc. it
is extremely difficult to run an viable tourism businesses
without good voice communication and broadband
internet.
2007-2016
At present, many resorts in remote areas such as in
Kadavu and the Yasawas have to buy expensive satellite
equipment to have voice and internet communications.
Most outlying villages also do not have effective
communications.
It is recommended that a strategy to ensure cost effective voice and
internet communications can be delivered to most Fiji Islands
should be developed. One area for investigation is to require
telecommunications providers to meet a community service
obligation, essentially profitable city/Viti Levu services
subsidizing the roll out of remote communications infrastructure
for both community and tourism industry benefit.
In the interim, consider provision for incentives for
telecommunication services delivered to remote locations supporting
tourism e.g. subsidized (at least tax free) satellite phones.
Developer Contributions
Many developed tourism destinations require tourism
development to pay some form of infrastructure or
head works charges. In the interest of Fiji remaining a
competitive place for tourism investors a soft
introduction of developer contributions is suggested,
with incentives in place for developers to contribute to
government infrastructure such as roads, water supply
and sewage. Remote island resorts etc. must be self
sufficient.
Overall, the need to facilitate tourism growth, means that to
compete for tourism investment, Fiji cannot yet implement a full
developer pays for infrastructure policy. However, it is suggested
that Fiji overtly move toward this such that once a critical mass of
around 1 million visitors annually and 15,000 or more rooms,
that the competitive position for Fiji as an investment destination
be reviewed and perhaps Fiji may be able to move towards
“developer pays” for infrastructure contributions.
At some point, once the investment climate is secure,
foreign currency restrictions are lower than at present
and a critical mass of tourism activity is established it
would be desirable for Government to adopt a
developer pays policy. This could still be combined with
tax incentives to “soften the blow”, however this would
reduce government capital cost at the expense of some
loss of future tax receipts.
The proposed incentives suggest that developments
where government has not anticipated or does not plan
to provide infrastructure should not be given incentives.
As such there will be a significant disincentive for major
tourism development projects which disproportionately
require government paid infrastructure support.
The suggested strategy for infrastructure support for tourism
(hotel/resort) development is:
• Tourism developments in areas with existing infrastructure
within the capacity to support the development (support with
investment incentive for development);
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• Tourism developments in areas without existing
infrastructure or where it is not within the capacity to support
the development (support with investment incentive for
development if developer contributes to local infrastructure or
is self sufficient);
This should move over the next decade to require all developers in
infrastructure serviced areas (i.e. not in remote areas where
developments are self sufficient) to pay an infrastructure
contribution (in the order of ten percent of capital cost of project).
Public Private Partnerships
There is the potential to provide infrastructure support
for tourism on the public private partnerships model
which share risks, responsibilities, resources and rewards.
The model has been claimed to be effective with one
major integrated resort development building the access
road which upon completion is then bought back from
developer by the government. In essence this is a build
and transfer system and really only defers the
government’s capital expenditure for the short period
between commencement of construction and opening
of the road/resort. Models for infrastructure
contributions for larger and integrated resorts are
discussed below.
As this is a Tourism Development Plan it is not within
the scope to redefine Fiji’s approach to infrastructure.
As such this section provides a general summary of
models for infrastructure, without suggesting policy or
specific strategies. It is noted that governments world
wide are increasingly delivering major capital
expenditure items such as water supplies and sewage
treatment/reticulation in some form of public/private
partnership. There are various models including Build
Operate Transfer and Build Own Operate Transfer.
A BOOT funding model involves a single organisation,
or consortium (BOOT provider) designing, building,
funding, owning and operating the scheme for a defined
period of time and then transferring this ownership
across to an agreed party. BOOT schemes are becoming
an increasingly popular means of financing large-scale
infrastructure development such as roads, bridges and
hydro dams in Australia and developing countries.
The usual approach is that the government or utility
provider enters into a long term contracts with the
BOOT operator and are then charged accordingly for
the service delivered. The service charge includes capital
and operating cost recovery and project profit.
This is effectively debt financing, with, for instance for a
water supply scheme, users pay no upfront capital costs
but are committed to regular water charges through a
long term contract. The capital cost is repaid over the
term of the supply contract. BOOT terms vary between
projects but would usually be in the order of 25 years.
2007-2016
The key advantage is that the construction and long
term operating risk can be transferred onto the BOOT
provider and there is no up front capital cost. However,
user charges are likely to be slightly higher than
government funded schemes owing to the need for the
BOOT operator to finance the project (thus include
capital and interest recovery) plus a profit component.
It is noted that this public/private infrastructure
partnership may take many forms and only one model is
BOOT. Importantly these approaches are partnerships
between infrastructure contractors and the government
for community infrastructure and very rarely for one
particular tourism development. For instance a BOOT
model may be appropriate for a an additional water
supply/storage/treatment system for Nadi or for the
Savusavu sewage system.
Integrated Resorts
One key aspect of an integrated resort is usually the
inclusion of private land sales. This creates a future
residential community and the future relationship
between these private owners and the local
government/ infrastructure providers can take many
forms. In some instances the integrated resort provides
all internal infrastructure and has some form of body
corporate style organisation which manages the assets,
whereas other models have a complete hand over of all
infrastructure to the local government who then charge
normal local rates to amortise the maintenance charges.
The models for Denarau, Pacific Harbour, Momi and
Natadola as the major existing and in construction
integrated resorts are varied. Further there are a variety
of additional proposed integrated resorts including the
Vulani proposal on Nadi Bay. There is no consensus
internationally on the management of integrated resorts
with a wide variety of legislative and commercial
approaches used. One model worth evaluating is that of
the Australian state, Queensland’s legislation for
integrated resorts.
The ability of government to now implement a new
integrated resort approach will be limited as new
integrated resorts will want equitable consideration to
the existing resorts. However, Government could face
major infrastructure capital commitments and ongoing
maintenance commitments unless it reviews the
infrastructure aspects of existing and major.
The Infrastructure Task Force to review the present infrastructure
aspects of each existing and proposed integrated resort in Fiji.
Initially develop an overview of government commitments and
obligations and then develop a potential policy/strategy. If possible
adopt and implement the policy for new integrated resort proposals.
Careful consideration needs to be given to supporting any
additional integrated resorts before infrastructure needs and
commitments for Momi, Natadola and Denarau are met.
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Informed Decisions
Tourism is a diverse series of linked services. Understanding it requires active
monitoring and this will be essential for proactive planning for growth.
Tourism Monitoring
Statistical Data
The strategic tourism environment is becoming more
complex and competitive. Success in future will be
based on a detailed knowledge of a tourism market that
is changing faster and in more complex ways. This
begins with collection of reliable statistical data about
existing customers but in isolation this is not enough.
Instead there is a need for people with specialist
knowledge and skills of specific areas such as statistical
analysis, forecasting, market data collection. It requires
funding for further statistical research and skilled
interpretation. This chapter provides a series of areas
for improvements but beyond this is the concept of
knowledge management.
Primary data collections include:
• the market research data collected by the Fiji
Islands Visitors Bureau;
• the operator database collected by the Fiji Islands
Visitors Bureau;
• the operator data collected from the product
development work of the Department of Tourism;
• the Overseas Arrivals and Departures Data (OAD);
• the International Visitor Survey (IVS);
• the Hotels and Other Tourist Accommodation
Survey collected by the Fiji Islands Bureau of
Statistics (includes employment and earnings data);
• the airline passenger load data collected by Airports
Fiji Limited;
• in future, data collected on the Hotel Turnover Tax
by Fiji Islands Revenue and Customs Authority; and
• data collected on specific sectors such as
backpackers, cruise ship passengers, and the
meetings market, etc.
The overall tourism knowledge strategy is to continue with visitor
arrivals and departures, the international visitor survey, tourism
operator data base, accommodation survey, passenger load data,
HTT data and specific sector surveys as the foundation of an
overall tourism knowledge system for Fiji.
2007-2016
© Fiji Islands Visitors Bureau
Analysis of this data is undertaken by the Fiji Islands
Visitors Bureau, Department of Tourism, Fiji Islands
Bureau of Statistics and other agencies although these
analysis are primarily cross tabulations or strict reporting
of trends. The analysis conducted therefore do not
increase the value of the data available. An example of
the increase in value is provided by the creation of a
Tourism Satellite Account which takes data and
transforms it into insight about the structure of the
economy. This allows modelling of various options and
therefore policy and planning. Examples of such
analyses that could be of great value to Fiji include a
model showing the relationship between growth of
particular market sectors and job creation. Based on an
understanding of the activities undertaken by various
types of visitors, development of a model that allows
scenarios for Fiji’s future market mix to be explored.
Currently there is little interaction between the various
arms of government concerning the collection, analysis
and dissemination of tourism data and knowledge. One
specific example is the backlog in Overseas Arrivals and
Departures Statistics, critical statistical data used for
weighting the International Visitor Survey since
Decmber 2004. A number of specific actions are
provided below.
Establish a Tourism Knowledge Task Force whose membership
includes FIRCA, BOS, MOT, FVB and other relevant
Government Departments and key Tourism stakeholders. The
Task forces role should be to improve communication flows, and
identify and solve problems concerning tourism knowledge.
Maintain a series of tourism arrivals and departure statistics
available two weeks after the end of each month.
Conduct research to examine the additional data available from
the OAD passenger cards.
Establish a Tourism Forecasting Committee (as a small
subcommittee of the Tourism Knowledge Task Force, perhaps with
some additional experts co-opted in) to provide forecasts of visitor
numbers, nights and expenditure by origin market.
It is suggested that current staff receive additional training in
statistical data collection and analysis techniques.
Address the lack of market data on the early stages of Fiji’s
domestic tourism market.
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Engage at the regional level in the proposed sustainable tourism
research collaboration agreement between USP, SPTO and the
Sustainable Tourism Cooperative Research Centre (Australia)
For the Hotel Survey
It is strongly recommended that the scope of this survey is reviewed
against FVB, MOTT and other records at least annually.
It is recommended that data is reported monthly.
It is recommended that operators are made aware that completion
of daily origin of guest information is not compulsory.
For the IVS
A stand-alone technical report describing the methodology of the
IVS should be produced annually.
Review how the prepaid component of expenditure data is collected.
Maintain a core set of questions but rotate other questions
annually to allow other data to be collected.
Increase the sample size by boosting the numbers from particular
target groups and increasing the numbers of interviews completed
per interviewer shift.
Review the yachting and cruise ship questionnaires and consider a
separate transit questionnaire.
Resolve definitions of transit passengers who leave the airport.
Research
The amount and quality of the Fiji market research
conducted is good compared to many other countries
but less than that required for comprehensive
knowledge of Fiji’s competitors, markets, product
offering and policy choices. Existing research includes
segmentation research has recently been conducted in
Australia and good quality market data from overseas
offices is available for most origin countries. In addition,
the International Visitor Survey (IVS) is a critical source
of information that is used to profile and monitor the
types of visitors to the Fiji Islands.
A more comprehensive research program is
underpinned by development of strategic partnerships
and is directed towards new markets and products and
future orientated policy.
Areas for improvement include:
Develop partnerships to build models that create insight into the
future options for the Fiji Tourism Industry.
The dissemination of information about current tourism in Fiji
and market conditions overseas is not extensive currently and
should be expanded. A web based central destination knowledge
database collecting and cataloguing information from reports and
statistical collections should be developed.
Collection of information on the visitors in origin countries is vital.
Regular segmentation studies should be conducted about every 3-5
years in the major origin countries.
2007-2016
It is recommended that this is continued and a future programme
of research into market sectors is developed and implemented.
Knowledge Network Overview
Tourism is an industry that requires knowledge of its
potential and existing customers (demand) as well as the
tourism operators and intermediaries who jointly
provide the tourism service (supply). In the past, much
of this knowledge was held in the brains of a few key
industry participants. The growing complexity and
integration of tourism as a dynamic industry requires a
more systematic and open approach to the collection,
analysis and distribution of knowledge about tourism.
The term ‘knowledge management’ has been coined to
describe the idea of systematic and integrated
management of statistics and knowledge. The concept
of knowledge management relies on identification of the
questions that need answering.
Currently the Fiji tourism industry has a disjointed and
inadequate ‘knowledge system’. This consists of some
individually important and useful components. These
include secondary data collection and analysis:
Develop partnerships to build models that create insight into the
future options for the Fiji Tourism Industry.
It is recommended that a statistical liaison committee of agencies
involved in tourism be formed to improve communication flows,
and identify and solve problems concerning tourism knowledge.
Tourism Satellite Accounts
The Ministry of Tourism is in the process of preparing a
set of Tourism Satellite Accounts (TSA) for the broad
tourism sector cluster. An initial report based on 1995
year National Accounts data and the Input/Output
tables of that year has been completed. The full set of
TSA tables has been established and the task of
evaluating the extent of tourism activity within each of
the sectors has also been completed. The finalisation of
a set of tourism satellite accounts for a recent year is
ongoing.
The Bureau of Statistics (BoS) recently (2006)
commenced the process of updating the Input/Output
tables that are the basis for assembling TSA accounts.
The Input/Output update is benchmarked on the 2002
financial year.
Ensure that the Tourism Satellite Accounts are completed and
then a Ministry of Tourism and Bureau of Statistics Team is
resourced to continue reporting against the accounts annually.
It is recommended that relevant agencies within Fiji fully consider
incorporation of the Tourism Statistics Basic Concepts and
Methodology as endorsed by the UNWTO and United Nations,
Recommendations on Tourism Statistics
Have an external, independent expert review the TSA accounts
once they are completed and then every three years.
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Undertake a major review of input/output tables assumptions,
coefficients and base data at least every five years.
Tourism Knowledge Sharing
At present, despite Fiji having numerous survey and
research processes there is little sharing of this
information. Indeed many key stakeholders do not have
ready access to key information sources.
A major function of the MoT should be to compile and publish
tourism knowledge as soon as it come to hand. For example:
• Publish arrivals and departure information on the
website by the 15th of each month for the previous month
and year to date;
• Publish the quarterly summary report for the IVS on
its website;
• Publish all other tourism knowledge reports on the
website as they are available;
• Produce a monthly tourism knowledge update as an
email newsletter with a summary of current key vital
statistics (a Tourism Activity Monitor).
Further, MoT should compile and publish a snapshot of tourism
for the previous year by the end of February of each year.
Development Knowledge
Presently there is no coordinated knowledge base of
proposed and future tourism development by private
sector investors.
It is suggested that FTIB, Ministry of Tourism, Ministry of
Environment, NLTB and the Department of Town and Country
Planning collaborate in the implementation of a development
knowledge base. This could be facilitated by the proposed Tourism
Development Unit.
2007-2016
Resource Owners
Engagement and empowerment of local communities in
planning and decision making about the management
and future development of sustainable tourism in their
local area in consultation with other stakeholders is
essential within the Fijian cultural context. Giving
people responsibility and control over their own lives is
a fundamental principle of sustainable development.
(UNWTO, UNEP).
There is a recognised need to raise tourism industry
awareness of the needs and aspirations of resource
owners and a commensurate need to raise the awareness
of the aspirations and business imperatives of the
tourism industry.
Policy aspects to consider:
• Ensuring appropriate engagement and
empowerment of local communities.
• Improve conditions for effective local decision
making.
• Address the specific position of indigenous and
traditional communities with respect to local
control.
The proposed Roko Tui Saravanua(s) who will be employed as
part of the ADB Rural and Outer Island Infrastructure project
can have the role of raising awareness by resource owners and their
engagement in dialogue with the tourism industry.
Community Awareness
The awareness by the local community of the net
benefits well planned and properly managed sustainable
tourism and its contribution to Fiji’s growth and
development is important to community “ownership”
of tourism and harmonious relations with tourists.
Sustainable tourism can and should be a tool to assist
visitors and local communities maintain or enhance
their authentic cultures, traditions, heritage and
distinctiveness.
Continue a program of community awareness as presently
implemented by the Ministry of Tourism.
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Managing Risk
In a world where change and catastrophe are inevitable, government and
tourism industry preparedness to respond to emergency situations is vital.
Risk
Tourism is a volatile industry by nature. The
occupational health and safety of tourism employees;
tourist health, safety and security issues; and industry
response plans to natural disasters or political unrest are
matters that affect the success of a nation’s tourism.
Therefore, tourism risk and/or crisis management has
become a crucial sector for the world tourism and Fiji is
no exception.
The lack of recommendation made by the previous Plan
draws attention to increased focus by All DESTinations
on this issue in the past few years and for this plan to
address the issues of Fiji tourism risk and crisis
management and propose plans to administer, monitor,
manage and recover. Protecting the reputation and
growth of tourism in Fiji through cooperative
relationships of government agencies and the tourism
industry is imperative.
The United Nations World Tourism Organization
(UNWTO) takes the view that risks to the health, safety
and security of tourists, host communities and tourism
employees can originate from four source areas:
• The human and institutional environment outside
the tourism sector;
• The tourism sector and related commercial sectors;
• The individual traveller (personal risks); and
• Physical or environmental risks (natural, climatic,
epidemic).
The draft Tourism Industry Act provides the legal and
practical mechanisms for developing tourism risk
management. However, there are additional means to
help facilitate initiatives in Fiji, whilst simultaneously
supporting the delivery of quality services.
Overall the development of a comprehensive National Risk
Management Plan for Tourism is highly desirable.
The fundamental strategy for risk management for tourism in Fiji
is that the Ministry of Tourism take a proactive role in facilitating
a whole of government and industry approach.
2007-2016
© EcoSustainAbility
Understanding the Risk Issues
Little data exists on the scope and scale of risk
associated with tourism. These data need to be collected
and collated to provide an accurate and realistic
‘snapshot’ of risk in Fiji.
The Ministry of Tourism should commence a scoping study with
the Tourist Health Unit to identify and prioritise health issues
affecting tourism. This should include an assessment of the level of
comprehensive travel and medical insurance carried by tourists, as
well as occupational health and safety for workers in the industry
The Ministry of Tourism work with the Tourist Police Unit to
gather accurate and timely facts and figures about crime involving
tourists so that concerns raised in travel advisories and in the
media can be effectively addressed.
The Ministry of Tourism should also work with the main tourism
industry associations to assess and document current industry risk
management practices in relation to building standards and
security; fire, water and food safety; and appropriate insurance
cover for business operations.
The Ministry of Tourism should undertake an audit of water
safety for tourism, including availability of trained lifeguards at
resorts, first aid certification held by staff and general marine
safety initiatives currently in place in open water.
The Human and Institutional Environment
Political and social stability, law and order are important
for the growth of tourism. The political tensions over
the past decade and the military coups in 1987, 2000
and 2006 have undermined global perceptions of Fiji as
a safe and welcoming tourist destination. However, it is
suggested that these past events will largely fade away if
there are no further serious incidents. Tourism is very
reliant on other agencies of government in the area of
political and social stability. Current arrangements see
the National Security Council (NSC), a sub committee
of Cabinet, having lead responsibility for all security
matters. Tourism does not have a seat on the National
Security Council, which is chaired by the Ministry of
Home Affairs and Immigration.
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One of the strategies raised in the 1998 Plan was the
establishment of a Tourist Police Unit for Fiji. In 2003,
Cabinet endorsed the recommendation by the Ministry
of Home Affairs to the NSC. The Ministry of Tourism
needs to take a further step and utilise mechanisms by
which tourism may receive security briefings and threat
assessments. These can be done through the National
Tourism Council (NTC) and the Tourism Combined
Law Agency Group (TCLAG).
The Ministry of Tourism establish a permanent, high-level
working relationship with security services through the Ministry of
Home Affairs. This working relationship will provide the
Ministry of Tourism with a more active role in monitoring and
responding to crime and security issues that directly and indirectly
affect the tourism industry.
Tourism Related Sectors
This is the area where tourism has the most control
over its own risk management practices. However, in
common with other tourist destinations there does not
appear to be any standardised monitoring and reporting
of incidents involving tourists in Fiji that could be used
to guide policy and best practice initiatives.
Similarly, there appears to be no standardised checklist
to guide tourism businesses in their current
responsibilities under various pieces of legislation (for
example, building regulations, public health, fair trading
and other aspects of commercial activity). The Tourism
Industry Act 2006 will address many of these issues
under new licensing requirements, but in advance of the
legislation some guidance on risk management practices,
especially for smaller operators, would be timely.
One area that is often overlooked within this UNWTO
category is that of business continuity, during and after a
crisis. Sufficient financial reserves, appropriate and
comprehensive insurance policies, and flexible
employment arrangements are all critical risk
management issues for tourism businesses. As events
like SARS and the 2004 Tsunami have shown, it is also
necessary to have some form of government safety net
in place for business continuity, by way of short-term
interest free loans, tax relief or employment support.
An assessment of business continuity needs and current
arrangements in the event of a crisis or disaster situation impacting
on tourism should be conducted.
2007-2016
In Fiji, the Health and Safety at Work Act 1996 s. 9(1)
provides that ‘every employer shall ensure the health
and safety at work of all his or her workers’. Under the
Act, in small workplaces (less than 20 workers) a health
and safety representative may be appointed by the staff
s.16(1) and where there are 20 or more workers the
employer must establish a workplace health and safety
committee s.18(1). Regulations under the Act
specifically require that all accidents, incidents or disease
that occur at a workplace are recorded and reported to
the relevant authorities.
Information about workplace health and safety incidents
is very important for risk management, not only for
planning prevention and response initiatives but also for
improving the general safety environment for both
workers and guests.
The Ministry of Tourism work with tourism operators and the
Tourist Health Unit to determine current occupational health and
safety opportunities within the Fijian tourism industry. This
would include an audit of first aid and other health services that
benefit both workers and guests.
Individual Travellers
While individual travellers should be expected to take
some personal responsibility for their own behaviour,
experience shows that some incidents will always occur
due to visitors being in an unfamiliar environment and
participating in unfamiliar activities. Injuries and ill-
health may have legal and insurance implications for
tourism operators, and generate negative publicity. No
reports or data on tourist injuries, excluding the crime
material from the Tourist Police Unit exist.
The Ministry of Tourism work with tourism operators,
lawyers and insurance providers to audit and assess the
current risk management practices in place to protect
individual travellers. In particular, water and road safety
should be examined. For water safety it is recommended
that resorts consider employing ocean lifeguards trained
and accredited at an international standard.
The issue of a cap on public liability is being discussed
with under s.32 (1) of the Draft Tourism Industry Act
2006. The draft Act also provides for authorised
standards and rating systems to be applied to the
tourism industry, and under s.28(3)(c) all standards shall
be consistent with the World Tourism Organization’s
Global Code of Ethics for Tourism. In relation to risk
management for tourism in Fiji, the Code at Article 5
(2) provides for the obligations of stakeholders.
The Draft Tourism Industry Act 2006 provides the legal
and practical mechanisms for developing tourism risk
management initiatives in Fiji, and simultaneously
supporting the delivery of quality services.
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Following UNWTO recommendations, the Ministry of Tourism
establish a high-level ministerial advisory committee specifically in
the area of tourism health, safety and security under the new
Tourism Industry Act 2006. Section 8(1) of the Act provides for
the creation of such a committee. The committee would be
operational in its brief, drawing core membership from the existing
CLAG but also including key stakeholders from other areas.
Physical and Environmental Risks
Fiji involves physical and environmental risks,
particularly in relation to the country’s location in a
seismic area and exposure to natural disasters such as
earthquakes, cyclones, tsunamis, tropical storms and
floods. Also included in this risk area is health,
particularly mosquito-borne disease such as dengue
fever and a broad recognition that there are limited
health services for tourists away from the main
population centres. Again, these threats to tourism lie
outside the direct control of the industry and therefore
tourism is reliant on other agencies for assistance.
The Fiji National Disaster Risk Management Plan 2006
contains detailed arrangements for risk reduction and
management of natural and human-caused hazards.
The National Disaster Risk Management Council has
the lead responsibility for this area. Tourism is
represented on this policy level council by the
Permanent Secretary for Tourism. There is no
representation for tourism on the three operational
committees of Risk Management, Training and
Preparedness, and Emergency. Under the current
arrangements hotels and resorts, other accommodation
providers and tourism operators would be involved with
disaster risk management councils at the provincial,
district and village/settlement levels. However, there is
currently no mechanism in place to guide this process or
to ensure that tourism interests are engaged. At the
national level, hotels and resorts are only indirectly
represented by the CEO for Tourism and Transport,
though the Ministry.
The Ministry of Tourism establish a permanent, high-level
working relationship with the National Disaster Risk
Management Council and seek a position on the Council’s Risk
Management Committee.
The Ministry of Tourism undertake a detailed audit of all
tourism operations in the country to determine their readiness for
the range of hazards identified in the Fiji National Disaster Risk
Management Plan 2006. This audit would include the
availability of crisis management plans, staff training and
awareness, resources, communication systems and operational
integration with government agency plans.
2007-2016
Since the Severe Acute Respiratory Syndrome (SARS)
crisis in 2003 the importance of partnerships with health
authorities has been constantly highlighted for the
tourism industry. The Ministry of Health of Fiji has an
excellent Disaster Management Plan in place which
covers all health activities related to mitigation,
preparedness, emergency response, relief and
rehabilitation. The Health Plan is integrated into Fiji
National Disaster Risk Management Plan 2006.
Tourism is not directly represented as a member of the
National Health Disaster Management Council, though
visitors to Fiji are equally likely to be affected by the
range of natural and human generated disasters
identified by the Ministry of Health. The recently
created Tourist Health Unit is a unique opportunity for
tourism to work more closely with the Ministry of
Health.
The Ministry of Tourism include the Tourist Health Unit in the
planning and development of a National Tourism Health, Safety
and Security Plan.
The Ministry of Tourism include the South Pacific Applied
Geosciences Commission (SOPAC) in the planning and
development of a National Tourism Health, Safety and Security
Plan.
Be Prepared
A detailed first response plan that ensures emergency
procedures are in place to assist the tourism industry in
times of crisis will need to be developed by members of
the proposed Ministerial Advisory Committee on
Tourist Health, Safety and Security. Currently, tourism
has a varied and mostly limited role in the response
plans of other government agencies. This needs to be
addressed so that tourism makes a greater contribution.
At the same time, active membership by key agencies on
the Ministerial Advisory Committee will ensure that
tourism has operational access to expertise and
resources in times of need.
No comprehensive risk management of crisis response
plan currently exists. One of the first steps in
developing a first response plan is to understand the
resources and capacity that currently exist within the
tourism industry, and to link these resources to other
government agency plans. The communication of
warnings to various industry operators, especially in
remote locations and out at sea, given the restrictions on
commercial communications carriers that may exist
during natural disasters. The growing importance of
yacht tourism to Fiji is also appreciated in ability to
issues warnings in a timely and effective manner.
Capacity to use VHF marine radio, SSB and Ham radio,
land telephone, facsimile and mobile phones all need to
be factored into a comprehensive First Response Plan.
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The other critical element of a First Response Plan, as
well as the content, is having a permanent person or
team responsible for all aspects of tourist health, safety
and security. This is not a part-time job, or an additional
set of duties to an existing job. The Ministerial Advisory
Committee will require a dedicated officer. It is
recommended that this person be either attached to the
Fiji Visitors Bureau or work from the Ministry of
Tourism. The position should be senior enough that
cooperation will automatically be extended by other
government agencies and the private sector.
The Ministry of Tourism develop a First Response Plan through
the Ministerial Advisory Committee on Tourist Health, Safety
and Security. As part of this program consideration is given to the
appointment of a permanent staff member to coordinate all health,
safety and security measures on behalf of the Ministerial
Committee.
Note, Fiji could use the resourcees of the APEC
Tourism Working Group to assist destinations plan and
respond to crisis. Various guides and training resources
are available.
2007-2016
Communication is Key
As noted by the UNWTO, no matter what kind of crisis
occurs, the techniques for dealing with it effectively are
quite similar. Good internal industry and community
and external to the marketplace communications based
on the principles of honesty and transparency is the key
to successful crisis management.
An emergency communications and warning systems for tourism
should be established.
A network of good voice (and preferably data) wireless
communication is urgently required for the remote island areas of
Fiji Tourism.
For marine safety a network of VHF marine radio repeaters
(similar to that used in New Caledonia, New Zealand and
Australia) should be established and the carrying on board of at
least handheld marine VHF radios mandatory for tourism
vessels.
External communications with key international tourism
organisations such as UNWTO, PATA and others in
reputation management are important mechanisms to
speedily activate when an event or incident creates
messages about destination Fiji that image on the core
positive attributes of Brand Fiji.
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Facilitating Tourism Growth -
Legislation
Provide an efficient compliance and governance framework which enables a growing
sustainable tourism industry.
Tourism Legislation
Tourism policies and legislation are the most explicit
indication of the government’s approach to tourism
development. They are also indicative of the roles that
all stakeholders in the industry must play. Fiji has a
range of legislation that addresses the needs of the
tourism industry. A key issue is the implementation,
monitoring and enforcement of the existing legislation,
as well as the need for clear policy guidelines. This falls
outside the roles and responsibilities of the Ministry of
Tourism, but it is an issue that is critical for the on-
going support and sustainability of the tourism industry.
Consideration of legislation also includes the processes
by which legislation is developed and implemented.
The implementation of legislation should be supported by a range
of principles that support the development and management of
sustainable tourism through a legislative framework that
establishes standards for: resource use in tourism; tourism facilities
and infrastructure; management; and, investment. These principles
should include:
• Streamlining of regulations and regulatory structures to increase
transparency and eliminate inconsistencies.
• Strengthening of institutional arrangements for enforcement of
legislation to improve its effectiveness.
• Flexibility for legislation to meet the needs of the Fijian context,
whilst at the same time, maintain consistency with overall
national and regional objectives.
• Ensuring compliance with standards and targets for sustainable
tourism through the provision of incentives, monitoring
compliance and enforcement.
• Applying a systems approach to the development,
implementation and enforcement of tourism related legislation so
introduction of new legislation is done in a timely fashion,
minimising potential impacts. The notification and
implementation process must be consistent with industry
management practices.
2007-2016
© Fiji Islands Visitors Bureau
Facilitating Investment and Development
Product development is primarily a private sector driven
activity. Government, however, assists the process
through the provision of incentives under the Hotels Aid
Act. Government must not only promote product
development, but also have the means to control it by
determining the relevance to the areas where these
products are introduced.
The Hotels Aid Act investment incentives need to be :(1) under
the directive of the Ministry of Tourism, remaining under the
auspices of the Hotels Aid Act; (2) aligned to the tourism
product; and, (3) used as a tool for strategically targeted product
planning and development. Criteria to link product development
and tourism development areas must be established. Proposed
developments should be subject to the final approval of the
Ministry prior to incentives being granted.
The Tourism Industry Act
Without clear legislative support, the tourism industry
will remain fragmented and ad hoc in its development. At
the moment, hotel licensing is under the Attorney-
General's Office. Other tourism businesses acquire
commercial licenses from local authorities without the
linking of the licenses to any industry standards. This
lack of coordination leads to confusion, inconsistent
interpretation and application, and fails to meet the
needs of the tourism industry.
The Tourism Industry Bill needs to be implemented with a clear
role for the Ministry of Tourism in relation to policy development
and implementation (as per the Public Service Act 1999).
This role needs to be clearly differentiated from that of the Fiji
Islands Visitors Bureau.
A Tourism Development Unit should be established to facilitate
product development.
Hotel licensing needs to be undertaken on annual basis, with
incentives provided for Green Fiji certification. Three year licenses
for environmental certification (Green Globe Fiji) and standards
certification (once established) should be considered.
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Roles and responsibilities of related Ministries need to be identified,
and the responsibility for their implementation and enforcement
needs to rest clearly with those Ministries and not the Ministry of
Tourism.
The FVB Act
The Fiji Visitors Bureau Act was enacted in 2004. The Act
defines the roles and functions of the FVB, particularly
in relation to the roles and functions of the Ministry of
Tourism. However, the roles and functions of the FVB
can be further defined so they can take a more proactive
and aggressive approach to the marketing of the Fiji
tourism product.
Review the FVB Act with a view to enabling the Bureau to
engage in e-commerce.
Resources to Support Tourism
The tourism industry has been subjected to various
related taxation schemes, specifically the Airport
Departure Tax and the Hotel Turnover Tax. The
industry is also subject to VAT and Customs duties.
Presently, this revenue accrues as part of the
consolidated fund and is not specifically re-directed into
tourism.
Consider clearer funding links between tourism tax revenue and
expenditure for tourism marketing.
Grow New Areas
The further development of marine based tourism,
specifically cruise ships, yacht charters and “super-
yachts” needs to be supported. These areas are currently
under exploited in the Fiji Islands, yet represent
significant tourism growth potential. The Fiji Islands
Marine Safety Authority (FIMSA), through the Marine
Act 2005 and the Sea Ports Management Act 2005,
provides a regulatory role, involving services which
include working in partnership with the Ministry of
Tourism, and other agencies to achieve the objectives of
the Fiji National Transport Sector Plan (FNTSP). As
part of this, three approvals relating to investment come
under the responsibility of FIMSA. These are approvals
for coastal trading license (CTL), Vessel Survey
Certificate and Vessels Registration. As part of this,
consideration needs to be given to:
Provision for all tourism vessels for a coastal trading license.
An amendment to allow for yacht charters and super-yachts to
enter Fiji waters for 5 years, VAT free, under a specific limited
license.
2007-2016
Protect the Resources that Support Tourism
The Environmental Management Act was enacted in 2005.
This Act provides the legislative infrastructure for the
management and protection of Fiji’s primary tourism
asset – the environment. As yet there are no regulations
for the Act. It is critical that this Act is applied to the
industry and the standards enforced.
Establish and enforce regulations under the Environmental
Management Act.
The Liquor Act
A new Liquor Act was enacted in 2006. The Act is the
result of a holistic review of the laws and practice
relating to the sale and supply of liquor. The 2006 Act
repeals and replaces the previous Liquor Act 1962.
The Act proposes improvements to the systems and
procedures for processing and granting of new liquor
licences, renewals, variations and suspensions of
licences. It proposes the abolition of granting up to 18
separate types of liquor licences, and replacing them
with a single liquor licence with conditions to reflect the
use to which the licence will be put. It also establishes
the legal drinking age in Fiji as 21.
The Tourism Industry Act, discussed above, proposes
that the Tourism Industry Licensing Committee should
be empowered to receive applications for hotel liquor
licenses, which is a function currently held by the
Central Liquor Board under the Liquor Act 2006. This
would enable the granting of extended sales hours for
licensed hotels.
Some concern has been expressed, particularly from the
backpacker operators, who cater to a primarily youth
market, that the increase in the drinking age to 21 could
have an impact on Fiji’s attractiveness to their market
segment, as alcohol is part of the destination
attributes/activities for these tourists.
Through the ratification of the Tourism Industry Act, empower
the Tourism industry Licensing Committee to receive and endorse
hotel liquor licenses.
Establish a means for the granting of endorsements for tourism
hotels to serve liquor to international tourism over 18 but under
the age of 21.
Sun, Sea, Sand, Tourism and the Qoliqoli Bill
Fiji is a destination built on ‘sun, sea, sand’ attributes. It
is fair to say that the access to these resources comprises
the main tourist experience and forms the main
motivation for most travelers to the country. Fiji’s
traditional society and resource ownership is
fundamental to its character and society. Tourism can
and should provide benefits to and become partners
with prosperous communities. One of the critical issues
facing the industry in this area is the proposed bill for
proprietary rights of the foreshore – Qoliqoli.
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There has been much debate about how Qoliqoli should
be statutorily recognised and the rights and obligations
of both owners and users codified.
A simple framework is required to support transparent and
equitable mechanisms for tourism operators to contribute for their
use of the qoliqoli. This framework should account for both fixed
tourism operators (those with established relationships with
mataqali), and those that access multiple destinations (e.g., cruise
ships, yacht charters and dive operators). The framework must
provide security of access and use such that investment decisions.
2007-2016
Managing the Legal Framework with Industry
Tourism in Fiji does not work in isolation or in a
mutually exclusive fashion – it is part of a world-wide
distribution system. As part of this international
distribution system, contracts for supply are established
12 to 18 months in advance. Changes to legislation
(such as the introduction of the Hotel Turnover Tax)
can have a deleterious impact on these arrangements if
they are not introduced in a timely and strategic fashion.
Any legislative changes that impact upon cost structures should be
established at least 12 months prior to implementation.
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Team Fiji – Making it Happen
Tourism is delivered by a series of private and public sector enterprises, and involves
many activities regulated by government. Only through proactive collaboration can
tourism growth be efficiently realised.
Creating Team Fiji
This chapter sets out the implementation approach for
Fiji’s Tourism Development Plan 2007-2016.
Fundamental to the approach is the creation of tourism
Team Fiji, based on a partnership of industry,
government and the community to ensure the overall
vision of growing tourism for Fiji’s benefit is achieved.
In order to create the coordinated implementation
approach there are three (3) key aspects:
• The adoption of the partnership model, the
organisational relationships for tourism;
• The agreement on the tasks, actions and policies
(the strategies) that must be implemented; and,
• The fulfilment of each organisations role in the
partnership in the interest of the overall vision.
Institutional Arrangements
This chapter summarises the institutional arrangements
to create tourism “Team Fiji”. It provides an analysis of
government approaches to tourism and the role of
government. It considers the roles of the Ministry of
Tourism and Fiji Visitors Bureau and proposes specific
institutional structures and roles.
In addition to the roles of the Ministry of Tourism and
Fiji Visitors Bureau, a new short term agency, the
“Tourism Development Unit” is proposed.
The Action Plan then addresses the key roles and
partnership aspects of each major stakeholder in
tourism development in Fiji.
Action Plan 2007-2009
A separate Action Plan for 2007 to 2009 is has been
developed which sets out the strategies from this
Tourism Development Plan and the detailed actions
required by various organisations to see that these are
achieved.
Implementation
It will be the responsibility of the Ministry of Tourism
to facilitate and coordinate the implementation of the
Action Plan.
2007-2016
© Fiji Islands Visitors Bureau
Reporting and Review
Fundamental to the implementation of the Tourism
Development Plan is reporting and review against the
progress of implementing the Action Plan.
Principle
The overall principle for the partnership approach upon
which Team Fiji is based is:
An agreed new and more effective partnership based institutional
framework and organisational structure for tourism development
at the national level.
Successful tourism sectors emerge when there are open,
honest and successful partnerships established between
all the players. The United Nations World Tourism
Organisation conclude that the role of national
governments in tourism should be to: “Improve the
management and development of tourism by ensuring
coordination and cooperation between the different
agencies, authorities and organisations concerned at all
levels, and that their jurisdiction and responses are
clearly defined and complement each other.” Fiji’s
Government has given recognition to the tourism
industry with the continuation of a Ministry for Tourism,
which can, through this plan, “improve the management
of tourism….”.
A Tourism Partnership
For all destinations, tourism takes place within dynamic
social, cultural, environmental, economic and political
contexts. It is a highly integrated economic activity
which has significant impacts on global and regional
trade of goods and services. The sector consists of
various complex interactions between Government,
industry and other bodies which ultimately enables the
tourism industry to provide a coordinated tourism
product involving services from countless agencies and
businesses.
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 Fiji’s Tourism Development Plan
2007-2016
Figure 10: Team Fiji

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 Fiji’s Tourism Development Plan
Tourism services include accommodation,
transportation, tours, activities, events, authentic
experiences, amenities and so on. To create, deliver and
support those who provide the tourism service directly
to the visitor, numerous Government agencies need to
provide infrastructure, facilities and services including
airports, seaports, roads, education & training
institutions, regulatory mechanisms, protected area
management, environmental quality and performance
standards, financial and regulatory systems, customs &
immigration facilities, information technology, and so
on. Therefore, the complexity and diversity of the
tourism sector requires Government agencies and
relevant stakeholder bodies to work in partnership with
agreed directions.
Implementation of the Tourism Development Plan (and
realisation of the potential “make it happen” growth
scenario and consequent benefits to Fiji) will take place
if the appropriate capabilities are in place for
Government Ministries and Departments, Government
Commercial Companies, tourism related organisations,
private sector, NGOs and local communities to work
together in partnership.
A Tiered Approach
A three tiered approach is adopted to analyse the
institutional arrangements of relevant Government
agencies, tourism related organisations, NGOs and local
communities. The approach is as follows.
• Global Environment and National Policy: Tourism is a
complex industry that is interwoven with and
affected by both the international and national
environment. How Fiji is perceived from the
outside world and how compliant Fiji is as an
internationally acceptable destination affects the
business of tourism. The Global Environment and
National Policy tier encompasses responsibility for
monitoring and responding to the global influences
on the tourism sector in Fiji and for the
development of policies for the sector in Fiji.
• National Development and Tourism Infrastructure: A
nation’s tourism infrastructure influences the
potential to grow itself as a tourism destination. The
recognition of tourism as a major economic
contributor by Fiji’s Government will facilitate the
provision of sufficient tourism infrastructure. The
National Development tier includes both
Government and private infrastructure
development;
2007-2016
• Facilitation and Operation - Efficient and Effective
Industry: Efficiency and effectiveness are key
components of tourism development and long term
success. Fiji’s capability to facilitate and operate as a
unified tourism destination will drive the on-going
viability of the overall tourism sector. The
Facilitation and Operation tier addresses the
grassroots tourism and support operations.
Role of Government
Facilitating Tourism
The role of government in facilitating the tourism
industry has been extensively studies by agencies such as
the UNWTO and can include:
Coordination: Within and between different levels of
Government to avoid duplication of resources between
various government tourism bodies and the private
sector.
Planning: Particularly where destinations are using
tourism as a response to economic development and/or
restructuring. One of the major problems for public
tourism planning is the extent to which tourism specific
agencies which usually have a very limited legislative
base of responsibility, have the authority to direct other
government organizations to meet specific policy goals
Legislation & Regulation Tourism policy needs to be
integrated with other policy areas of government (e.g.
environment, economic policy, security & safety, border
protection and management, education & training,
telecommunications policies, roads and transport, water
and sewage etc). General regulatory measures such as
industry regulation, town and country planning,
environmental protection, foreign investment controls
& taxation policy will influence the growth of tourism in
a destination.
Government as Entrepreneur: Some governments
have or continue to own and operate hotels, travel
companies, airlines, land and sea transport companies,
rail networks, visitor information services etc.
Tourism Marketing and Promotion: Generating tourism
demand via destination marketing and promotion
activities.
Stimulation of Tourism Investment: Financial incentives such
as low-interest loans, tax holidays or a depreciation
allowance on capital.
Capacity Builder: Providing educational and vocational
training to ensure people with the right capacities are
available to staff tourism enterprises.
Supporting Research, Disseminating Knowledge: For the
general benefit for the tourism industry rather than for
specific individual organizations and associations.
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Government as Public Interest Protector: Tourism policy
needs can be subsumed beneath a broader range of
government economic, social, welfare and
environmental policies. There is always an ongoing issue
of the degree to which tourism planning and policy
decisions are open to public scrutiny and debate. The
notions of public good or public interest are central to
ideas of sustainability and tourism planning.
Government as a Protector: Government has a key role in
providing policing, security and health services to
tourists and those working in the tourism industry. Its
also provides business security, security of investment
and commercial transactions, a fair trading regime, a
secure land title regime and a surety of access to
resources of the “commons” such as beaches, coasts,
rivers, forests, coral reefs, national and marine parks etc.
Government as an Advocate: Government has a key role in
providing policing, security and health services to
tourists and those working in the tourism industry.
Tourism is a somewhat unique industry, in that
government generally provides a significant portion of
the destination marketing and promotion for what is
largely a private sector investment dominated industry.
As such a fundamental aspect from the above is the role
government’s have in destination marketing and
promotion as a coordinated catalyst for stimulating and
maintaining demand for the tourism product.
Ministry of Tourism for Fiji is a ‘nodal agency’ as defined by the
United Nations World Tourism Organisation. It is an NTO
with the role of coordinating the development of the tourism policy
setting. While it is responsible for sourcing funding from
Government for Fiji’s tourism promotion, it channels those funds
through to the Fiji Visitors Bureau (FVB) for management and
implementation. The Fiji Visitors Bureau, with its own
legislation and Board reporting to the Minister, is responsible for
the delivery of the nation’s destination marketing and promotion.
Ministry of Tourism (MoT)
The core responsibility of the Ministry of Tourism is to
“devise policies and coordinate the tourism
development in Fiji”. The Ministry of Tourism drives
the Fiji tourism sector by working in partnership with
other Government agencies, research institutions,
NGOs and the industry. Additionally, the Fiji Visitors
Bureau with its own legislation is an integral component
of the Ministry of Tourism. These roles fit into the
Global Environment and Policy tier.
Key Roles and Responsibilities
The Ministry of Tourism has the following key roles and
responsibilities.
Tourism Policy for Fiji (core business)
• Influence and cooperate with National Planning to
ensure Fiji maximises the overall benefits of tourism.
2007-2016
• Facilitate the changes in policy including
consultations with key stakeholders.
• Facilitate the dissemination and delivery of tourism
policies.
• Change and/or modify tourism policy in line with
new products and changing circumstances.
• Monitor and maintain the Fiji Tourism
Development Plan with annual updates.
• Represent the Fiji Government in various multi-
lateral and bi-lateral tourism organisations and
arrangements including UNWTO, PATA, SPTO
etc
Research and Information Dissemination
• Macro research and monitoring (e.g. global trends,
Fiji positioning).
• Work with the Bureau of Statistics and Fiji Visitors
Bureau.
• International Visitors Survey.
• Tourism Satellite Accounts.
• Work with key implementers (i.e. FTIB, FVB,
FIRCA).
• Ecological impacts of tourism and promoting best
practice sustainable tourism.
• Social and cultural impacts of and maximising
benefits of tourism.
Regulatory
• Implement and influence the regulations.
• Hotel Aid Act.
• Tourism Industry Bill.
A number of Ministries and Departments (e.g. Health,
Environment, Labour, Police) have a regulatory role in
respect to tourism establishments The role of the
Ministry of Tourism is to facilitate and coordinate these
Ministries and Departments with respect to tourism
activities.
Tourism Development
• Promotion and marketing through the FVB (in
accordance with the FVB Act).
• Product development through consultations with
Government agencies (e.g. FVB, FTIB, Ministry of
Commerce and Development), private sectors and
local communities.
It is proposed that a Tourism Development Unit be
established as an adjunct to the Ministry of Tourism to
provide a facilitating function for tourism development.
This is further outlined below.
Interfacing with Government agencies and Industry
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• The Ministry of Tourism is involved in a number of
committees and task groups including: Tourism
Security CLAG (Combined Law Agency Group);
National Tourism Council; Interagency Committee;
Industry Segment Taskforces; Tourism Police
(Public relations/presence); and Ministry of Health
(Tourist Health).
• The major industry associations include: Fiji Islands
Hotels & Tourism Association (FIHTA); Society of
Fiji Travel Associations (SOFTA); Fiji Ecotourism
Association; Fiji Timeshare Association; Tourism
Resource Owners Association (TROA); and Fiji
Rental Car Association.
Recommendations
A Tourism Development Unit concept is recommended where
tourism development is managed in an integrated way with a
Secretariat provided by the Ministry of Tourism.
The core destination marketing functions would continue to be
provided by the Fiji Visitors Bureau under its own Act.
The Ministry of Tourism must provide the primary strategic
directions for Government policy in relation to the tourism sector,
as well as a facilitation and coordination role within the national
Government for the industry. To achieve this, the primary roles
must include:
1. Tourism Policy (core business);
• Maintain the Tourism Development Plan and
performance against the objectives;
• Legislation and policy development, monitoring and
amendment;
• Public Relations and awareness (i.e. UNWTO);
• International multi-lateral and bi-lateral representation
of the Government (e.g. where international treaties or
other agreements and national Government obligations
impact on tourism – e.g. UN agencies including
UNWTO, International Finance Institutions such as
World Bank, Asian Development Bank, various
environmental and cultural protection organisations etc
2. Research and Information;
• Coordination of sector information collection and
dissemination;
• Statistical (with Bureau of Statistics);
• Economic;
• Social and Cultural;
• Environmental;
3. Tourism Development Facilitation;
• Product development (Tourism Development Unit);
• Marketing (FVB delivery with an independent FVB
Act);
4. Regulatory; and
• Licensing and audit (e.g. Hotels and Guest Houses Act,
Tourism Industry Bill);
5. Operational and awareness programs;
2007-2016
• Sustainable tourism community awareness;
• Ecotourism;
• Other program delivery.
Consultation should be addressed by the Ministry of Tourism and
profiles of fair and equitable representation developed for different
stakeholders (government, industry, community, ethnic groups and
geographic locations).
Redesign/enhance Ministry of Tourism’s structure with focus on
capability and core business through:
• Defining the roles in competency terms;
• Introduce a performance management system; and.
• Providing training or capacity building of existing staff
and/or recruiting against defined roles and performance
expectations.
Undertake a review of the proposed Tourism Industry Bill to
ensure it supports and facilitates the development of the tourism
industry in the light of the:
• Fiji Tourism Development Plan;
• Proposed Institutional Arrangements (i.e. Team Fiji).
The formation of a Tourism Development Unit.
Establish the auditing procedures in accordance with Ministry of
Tourism’s own legislation and in conjunction with other primary
Government stakeholders ( e.g. Ministry of Environment,
Ministry of Health).
Facilitating Partnerships - Consultation
A key to the partnership is the ability of Government
agencies to consult with the tourism industry in a
meaningful way. The Ministry of Tourism has three
major consultation mechanisms. These are the:
• National Tourism Council (NTC);
• Interagency Committee (Interagency); and the
• Tourism Resource Owners Conference.
It is recommended that the NTC continue to meet at least three
times per year. It is recommended that membership by the industry
be made up of specific office holders of tourism industry
organisations and then also specific tourism industry “opinion
leaders”and major stakeholders also be invited.
The Ministry should seek Cabinet level support for the formal role
of NTC and seek key Permanent Secretary and Director level
attendance from key agencies.
The Ministry should ensure progress on issues is tracked and
reported back to the NTC. Members should be asked to submit
aspects for the agenda, thus enabling industry to raise matters and
have relevant agencies report/advise on aspects of concern.
It is recommended that the Interagency be continued as the
government’s key process for interagency coordination.
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It is recommended that there be ongoing reporting against the
overall achievement of this Action Plan and the Tourism
Development Plan at both the NTC and Interagency. Further it
is recommended that the key strategies and tasks of the Action
Plan form the basis for the strategic aspects of consideration at
these forum (including revision of the policies/strategies as
appropriate, particularly later in the life of the Tourism
Development Plan as events demand).
It is recommended that key Task Forces for sectors and regions be
formally created and meet at least twice annually. Membership of
each task force should include key tourism industry folk and
further should be extended to key stakeholders (e.g. community
groups, Tikina Councils etc.). Each Task Force should have
specific terms of reference (and perhaps a set “life”) and an
industry co-chair should be appointed. The industry co-chair of
each Task Force should be appointed to the NTC.
Task forces for the following sectors/regions should be formally
established:
• Dive, Cruise, Ferry and Yachting;
• Backpackers, Ecotourism and Community
(Village/mataqali) enterprises;
• Cultural Tourism
• Tourism Developers, Approvals and Investment Facilitation
• Shopping, Retail and Restaurants
• Tourism Training
• Tourism Knowledge Management
• Ra Region
• Yasawas Region
• Nadi Corridor Region
• Vanua Levu/ Taveuni
Other task forces can be developed and constituted as required,
task forces should have specific goals/ desired outcomes and their
continued need/success be reviewed by the Minister for Tourism
each two years.
Community and tourism industry stakeholders who are
not members of the NTC and task forces have
expressed some frustration at the lack of wider industry
involvement.
All members of the NTC and task forces should be asked (upon
their appointment) to communicate with their agency/organisation
sector. Further the agenda for forthcoming meetings, agenda papers
and reports and minutes of each NTC and task force should be
places on the Ministry of Tourism’s website so that all tourism
stakeholders can review the roles and outcomes of these forums.
The Ministry of Tourism has in past years played a key
role in supporting and facilitating the Fiji Ecotourism
Association and the Tourism Resource Owners
Association.
2007-2016
Ongoing support for the Tourism Resource Owners Association
and the Ecotourism Association should be reviewed against the
level of support for and membership of the organisation and the
relevance and vibrancy of their programs.
As appropriate the Ministry should continue to provide support to
the Tourism Resource Owners, and further provide a more specific
mechanism for this to enable dialogue between key tourism
industry officer bearers and opinion leaders and the resources
owners.
It is suggested that the Ministry attempt to coordinate these events
to a quarterly program of “Team Fiji” Tourism workshops, with
open invitation to tourism stakeholders. Given the National
Tourism Forum (NTF), this should be one of the quarterly events,
and as such three such events should be established other than the
NTF.
Capacity Building for the Ministry of Tourism
The Ministry of Tourism has a wide variety of
responsibilities in order to facilitate development of
tourism which is sustainable and provides direct
economic and social benefits.
The overall capability framework for capacity building
priorities for the Ministry of Tourism are:
• Tourism Activity Measurement (Statistics);
• Tourism Economic Measurement
(Economic/TSA);
• Tourism Knowledge Management;
• Internet Information Management;
• Tourism Development Policy;
• Tourism Planning (National and Regional);
• Community Based Tourism Development;
• Ecotourism Product and Destination
Development;
• Best Practice Sustainable Tourism and
Sustainable Development;
• Tourism Risk Management;
• Regulatory Process
• International Tourism Context (Trends)
• International Tourism Context (Policy)
Tourism Development Unit
A Tourism Development Unit is proposed as an initial
short term (five year) agency to coordinate
government’s facilitation of the development of Fiji’s
tourism product. It is proposed that the Unit be
established by the Ministry of Tourism, but be seen as a
separate unit from the regulatory and policy
development functions of the core Ministry.
The Unit should be overseen by the Permanent
Secretary Tourism and Director Tourism, but be able to
report directly to the Minister.
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The proposed Tourism Development Unit should have the prime
role of an independent unit to facilitate tourism developments. Its
roles should include the following:
• Management of incentives to ensure they are aggressive,
yet only for preferred development;
• Facilitation of new tourism products new source markets
and new aviation linkages;
• Promotion of local business opportunities to maximise
retention;
• Diversification Coordination of Infrastructure Priorities;
and
• Promotion of Fijian Character in all tourism.
It should have links to government, industry, investors/financiers,
airlines, tourism data collators. It should have a hybrid team with
skills in the above areas and fundamentally have a “make it
happen” culture. The leader should report directly to the Minister
for Tourism, with a direct liaison relationship with the Director
Tourism.
Fiji Islands Visitors Bureau (FVB)
The Fiji Islands Visitors Bureau is the promotion and
marketing face of Fiji and operates under the Fiji Island
Visitors Bureau Act. The objective of the Bureau is to
“ensure that the Fiji islands is promoted and marketed
as a tourist destination for the purpose of maximizing
sustainable and long-term benefits to the Fiji Islands.”
The FVB has the major role to play in the Facilitation
and Operation tier i.e. promoting an Effective and
Efficient Industry.
With the introduction of the Fiji Tourism Development Plan the
FVB will need to review the target emerging and sector markets
and provide the resources to support the field representatives.
The Fiji Visitors Bureau structure lacks a research, information
analysis and modelling division. This role would report preferably
to the CEO but at a manager level. This role would be
responsible for the monitoring of information and performance of
the FVB. The role would oversee the surveys and information
gathered by each regional office and would also collect competitor
market data, develop models and predict trends.
The current structure of the Fiji Visitors Bureau is considered
adequate and with the consolidation of the existing performance
measures, as stated in the Act, the efficiency will be better
measured.
The current FVB Act has adequate provision for accountability
and reporting but these provisions need to be more formalised.
The FVB will have a role in delivery of the Tourism Development
Unit’s outcomes (e.g. advise on market demand for new products).
Facilitating Partnerships – Consultation
It is recommended that FVB continue its ongoing liaison with
industry with its:
2007-2016
• Campaign partnerships;
• Coordinating the National Tourism Forum;
• Involvement in BFTE and TAG; and
• Attendance at CEO level at the NTC and Interagency.
In order to bring in and involve regional tourism stakeholders and
sectors FVB should be involved (at least at a desk officer level) in
each of the regional task forces facilitated by MoT and further,
should attempt new forms of engagement with regions such as
Kadavu.
Ministry of Finance and National
Planning
Ministry of Tourism must have an advisory and influencing role
with National Planning.
National Planning Office’s role in Team Fiji is to recognise the
importance of tourism for the Fiji economy and include necessary
national level policy to foster tourism development.
Accept and incorporate the Tourism Development Plan into the
National Economic Plan. This is an important aspect
demonstrating a commitment that survives terms of Government.
Ministry of Finance’s role in Team Fiji is to ensure fiscal policy
and national budgets policy provide government revenue benefits
from tourism, creating an attractive tourism investment
environment (through incentives) and to ensure infrastructure
required for tourism growth and community support is delivered..
Fiji Islands Revenue and Customs Authority
(FIRCA)
FIRCA’s role in Team Fiji is to collect tax from the tourism
industry and be an accurate information source on government’s
taxation revenues from Tourism MoT . Further, with Customs
role as the first point of contact at border control gates at the
airports, FIRCA starts the Team Fiji approach as it conveys the
‘first image of Fiji’ to all visitors. A professional, efficient and
helpful attitude is necessary.
The role of FIRCA with respect to policy setting on taxation
needs clarification.
It is proposed that MoT retain its role of approving tourism
investment incentives under the Hotels Aid Act or any
replacement legislation.
Customs should be accountable for the frontline immigration
processing and responsible for the efficiency of the processing i.e.
wait time for processing.
Processing and border protection information must be collected
more efficiently and made available on a shared basis for statistical
and informed decision making purposes.
Bureau of Statistics
Bureau of Statistics has a prime role in Team Fiji in coordinating
the data collation and undertaking the analysis and reporting of
tourism statistics. BoS has a network of partnerships with a
variety of sources (e.g. reserve bank, immigration, tour operators
and airport operators to create relevant tourism statistics.
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It is recommended that the Bureau of Statistics take a more
proactive role in dissemination of relevant tourism information and
contribute to the Tourism Knowledge task force.
Ministry of Commerce and
Industry
The overall responsibility of the Ministry of Commerce
and Industry, Investment and Communications is to
devise and implement policies that promote and support
the domestic market. The Ministry has two statutory
bodies which are the Fiji Islands Trade and Investment
Bureau (FTIB) and the Consumer Council of Fiji
(CCOF) that look after the investment, commerce,
small business development, consumer protection and
fair trading.
The Ministry of Tourism’s relationship with the
Ministry of Commerce is in the context of facilitating
investment in tourism, tourist consumer protection and
fair trading in tourism. The Ministry of Commerce
published a national export strategy in 2006 which has a
tourism component.
The Ministry of Commerce and Industry’s role in Team Fiji is to
devise suitable policies for tourism development (e.g. investment,
communication and technology).
Fiji Trade and Investment Board (FTIB)
FTIB’s role in Team Fiji is to promote tourism investment and
efficient issue of Foreign Investment Certificates for appropriate
tourism projects.
Maintain a close relationship with MoT in the context of
providing information on upcoming tourism investors.
FTIB will be a core partner of the Tourism Development Unit,
essentially FTIB attracts, then approves foreign investment, the
TDU assists both local and foreign investors realise projects. This
will require close collaboration.
Develop and implement an information system where applications
can be submitted, including online payments.
Provide appropriate access through an information system to
facilitate the streamlining of the process e.g. Companies Office,
Developers etc.
Update the Fiji Tourism Investment Guide produced in
November 1998 in line with The Fiji Tourism Development
Plan and in conjunction with the Ministry of Tourism.
Ministry of Transport
Civil Aviation Authority of Fiji Islands (CAAFI)
Civil Aviation and CAAFI’s role in Team Fiji is to liaise on
new ASA’s.
Air service agreements – continue liaison with the tourism
industry to establish new markets.
Maintain the ICAO standards. Establish independent funding in
accordance with ICAO requirements.
2007-2016
Give consideration to a portion of the departure tax being used for
the promotion of Fiji.
Maintain regional airport capacity through Airports Fiji Limited.
Airports Fiji Limited (AFL)
AFL’s role in Team Fiji is to continuously upgrade and maintain
airports and to provide efficient operation. AFL needs to work
closely with the MoT to liaise on the projected traffic from tourism.
AFL’s infrastructure development plans for the capacity of the
Nadi International terminal to reach the 1.1 million arrivals by
2015 be maintained. AFL’s role in upgrading regional airports
is critical to the achievement of the regional prosperity aspects of the
Tourism Development Plan.
Strategic Air Services Limited (SASL) is a private organisation
contracted to the AFL to provide air traffic management services.
The differences / inappropriate relationships in Air Traffic
Management must be addressed as a matter of urgency
Fiji Islands Maritime Safety Authority (FIMSA)
FIMSA’s role in Team Fiji is to ensure vessels used for tourism
meet safety standards. It is essential that all vessels conveying
passengers comply with the IMO guidelines.
While Fiji has met the immediate standards for Ports security,
there needs to be an ongoing upgrade.
Facilities for port users (international cruise liners in both Suva
and Lautoka) is below accepted standards and needs improvement.
These include:
• Cruise ship berth standards, safety and security; and
• Passenger disembarking / embarking facilities.
Cruise ship island facilities are generally inadequate for safe
berthing although funds have been made available but not used.
Ministry of Fijian Affairs
Fijian Affairs Board (FAB)
The Roko Tui Saravanua(s) (Tourism) is intended to be a Fijian
Affairs Board resource and work within the current Provincial
Council structure as a shared ‘expert’ resource utilising the current
14 Provincial Councils and also providing a service to the
Rotuman Council.
FAB’s role in Team Fiji is to work closely with the MoT to
create sustainable tourism in awareness programs in the rural
areas.
FAB’s Roko Tui Saravanua(s) need to work closely with the
MoT. The Roko Tui Provincial Council and Roko Tui
Saravanua(s) should act as virtual extensions of MoT in the rural
areas of Fiji. Further they should work very closely with the
Tourism Development Unit in regard to proposed projects on
native land and the aspirations of land holders (mataqali) Tikina
and Provincial Councils for the development of tourism.
A closer, more productive and formalised link between the
Ministry of Tourism and Fijian Administration for the
facilitation of both development and sector operations, in particular
with:
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• Native Land and Trust Board;
• Ministry of Fijian Affairs and Regional Development;
• Fijian Affairs Board and Provincial Council (BLV);
• Landowners and Fijian representatives; and
• Culture and heritage.
Native Land Trust Board
The NLTB has a prime role of administering most lands used for
tourism development. This is vital to team Fiji, the NLTB and
MoT should work closely together on policy development for
tourism on native lands and the NLTB and TDU should work
closely together in ensuring investor certainty and landholder
benefits with new tourism developments on native land.
Ministry of Environment
Currently the Ministry does not have adequate resources
to assess the EIA’s that are submitted. There is clearly a
need for additional staff including staff with specialist knowledge
dedicated to the tourism sector. The availability of certified
independent laboratories for sample testing (for any enforcement of
pollution compliance) will also be essential.
It is suggested that the Ministry of Environment take a lead role
in setting best practice environmental management standards and
“cooperatively coerce” the tourism industry toward sustainability,
rather than just being an enforcer. The Department of
Environment and Ministry of Tourism should work closely
together on setting best practice environmental standards such as
Fiji Green Globe.
Ministry of Environment’s role in Team Fiji is to work
proactively with government, industry and the community to ensure
tourism in Fiji is ecologically sustainable.
Develop the Act and regulations in an outcome-based and quality
assurance format for more effective implementation and monitoring.
Ministry of Local Government
Department of Town and Country Planning
There is a need for a tourism specialist in Town and Country
Planning to provide the assessment of developments as well as
preparation of guidelines (e.g. for integrated resort development).
Town and Country Planning’s role in Team Fiji is to provide the
land use planning framework and an efficient approvals/consent
service for tourism development.
Requires dedicated and specialised resources to cater for the
planning and approval processes relating to tourism developments.
Information sharing and systems to facilitate the development
consent.
Provide specialist planning services to the Ministry of Tourism e.g.
integrated resorts.
2007-2016
Town/City Councils
Town and City Councils have a key role in tourism Team Fiji as
they administer planning and building approvals in their area.
Given the levels of tourism related hotels, retail and food and
beverage premises in Nadi and Suva these councils are critical
players in the Team.
Ministry of Health
The Ministry of Health’s role in Team Fiji is to ensure and
monitor occupational health and safety of workplaces.
The Ministry needs to clarify the roles of the staff related to
tourism and work in partnership with MoT.
Rural Local Authorities
RLA’s role in Team Fiji is to provide appropriately skilled and
efficient staff as health inspectors.
Requires professionally trained resources to cater for the planning,
approval and development of tourism infrastructure. Currently
there is an imbalance between the professional resources available
to the developers as compared to what is available in RLA and
the Ministry (of Health).
Information sharing and systems to facilitate the development
consent and approval.
Review the operations of the RLA to determine where expertise
can be shared across areas and/or development committees. For
example, a structural specialist located in Sigatoka to service both
the Coral Coast and through to Lautoka.
Develop the capacity (competence, tools and equipment) of the
RLA staff to improve the quality of the on-going inspections e.g.
public health, food services, pollution, licence renewals etc.
Ministry of Home Affairs
Police and Emergency Services
The Ministry of Home Affairs’ role in Team Fiji is to develop
and maintain readiness for an efficient risk management response
in the case of an emergency. This needs to be formulated and
sustained by tourism related bodies.
Further the Police have an ongoing role in law and order. The
specialist Tourist Police unit needs to locate more staff in tourism
concentrated areas rather than on a number of resorts.
Public Works Department (PWD)
PWD’s role in Team Fiji is to provide quality road, water and
sewage infrastructure for tourism. This role is critical to tourism
development and must involve:
• Upgrading and maintaining roads for tourist coaches and
rental cars.
• Address the deferred maintenance in water, sewerage and
roads infrastructure.
• Provide water supply (storage, treatment and reticulation) to
provide for managed growth of tourism.
• Provide sewage treatment in priority areas (particularly
Savusavu).
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• Involvement in the private sector in funding of infrastructure
development and BOOT or BOT projects.
PWD need to work with MoT to plan for the future capacity
based on the Tourism Development Plan and to address the likely
major demands on infrastructure from integrated resort
developments.
Fiji Electricity Authority (FEA)
FEA’s role in Team Fiji is to provide reliable, cost competitive
electricity supplies to tourism (within existing and planned
reticulation areas).
Continue on the renewable energy program to reduce the reliability
on fossil fuels. Introduce Independent Power Producers (IPPs)
particularly projects involving the indigenous land owners. IPPs to
include buy back facilities from establishments that generate excess
power.
FEA need to work with MoT to plan for the future demand
based on the Fiji Tourism Development Plan.
Maintain the dispensation for tourism developers to establish their
own power generation (and to allow for the sale of excess power
generated back to the grid).
Telecommunications/
Communications in Fiji
The role of telecommunications/communications in Team Fiji is to
provide reliable and affordable to communications in the context of
international phone calls, Internet (broadband) and mobile phone
facilities in tourism areas.
Work in conjunction with MoT to identify the proposed tourism
development in Fiji. Continuation of move to a more competitive
market.
Other Government Agencies
There are other Government agencies that are relevant
to the facilitation and operation of the Fiji tourism
development. These are the Ministry of Education,
Department of Culture and Heritage, Department of
Agriculture and Ministry of Labour.
International Bodies
United Nations World Tourism Organisation
(UNWTO)
Fiji has been a member of UNWTO since 1997. The
UNWTO is the leading inter governmental organization
in the field of tourism. It serves as a global forum for
tourism policy issues and practical source of tourism
know-how.
The UNWTO’s role in Team Fiji is as an information, capacity
building and support role to the MoT for the development of Fiji
Tourism. Facilitation of training and information sharing are
crucial for the MoT in the global context.
2007-2016
south-pacific.travel (SPTO)
The SPTO’s role in Team Fiji is to continue its regional tourism
development program in the context of Fiji’s planned tourism
development, its role is supportive.
Industry Bodies
Fiji Islands Hotel and Tourism Association
FIHTA’s role in Team Fiji is to provide a coordinated industry
response to Government and assist in ongoing planning,
coordination and implementation of relevant tourism development
strategies.
FIHTA has many liaison mechanisms with key tourism
stakeholders, primarily it should continue to attend the National
Tourism Council and have executive members (and chapter
members) involved in relevant task forces.
Society of Fiji Travel Associates
SOFTA’s role in Team Fiji is to provide a coordinated industry
response to Government and assist in ongoing planning,
coordination and implementation of relevant tourism development
strategies.
Fiji Ecotourism Association
The Ecotourism Association’s role in Team Fiji is to provide a
coordinated ecotourism industry response to Government and assist
in ongoing planning, coordination and implementation of relevant
tourism development strategies.
Fiji Timeshare Association
Bula Fiji Tourism Exchange
The Bula Fiji Tourism Exchange is a not for profit trust
overseen by a group of trustees and managed by a
voluntary committee comprising key sponsors and
tourism leaders. The trust runs one major event a year,
the Bula Fiji Tourism Exchange. The Exchange is the
prime avenue for showcasing Fiji tourism product to
overseas wholesalers (buyers).
Tourism Action Group
It is hoped that the need for TAG as a recovery program reduces
during 2007 as Fiji return to normalcy and tourism numbers
return. However the unique, instant and cooperative response with
a single voice for the industry could be harnessed as an essential
Team Fiji member in the event of any future event (such as a
major cyclone or other calamity) to aid a prompt recovery program.
Tourism Resource Owners Association
The Fiji Tourism Resource Owners Association
(TROA) was established by the Ministry of Tourism and
Transport, Native Land and Trust Board and the
Ministry of Fijian Affairs in response to industry
concerns.
The Tourism Resource Owners Association has two key roles as a
member of Team Fiji, representing resource owners aspirations to
a wide variety of tourism forums and processes (particularly the
NTC) and providing knowledge and extension to resource owners
of the tourism industry generally and current events, strategies and
directions of tourism.
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Other Industry Bodies
Other industry bodies include the Fiji Islands
Backpackers Association, Car Rental Association,
Retailers Association, Timeshare Association, Fijia
Islands Backpackers Association Tikina Nacula Tourism
Association, Yasawas Backpackers Association, Coral
Coast Tourism Association, Nadi Hotel Association,
Mamanuca’s Tourism Association, Pacific Harbour
Tourism Association, Savusavu Tourism Association,
Teveuni Tourism Association, Levuka Tourism
Association, Kadavu Tourism Association, and
Destination Suva.
These smaller targeted industry bodies have a role in the Team
Fiji in representing their industry/ region.
Educational and Research
Institutions
The University of South Pacific (USP)
USP has a key role in Team Fiji and should work closely with
other training institutions and the Ministry of Tourism to ensure a
coordinated training system to deliver capacity for tourism
development.
USP should be a key member and driver of the Tourism Training
Task Force.
USP’s research and educational programs that relate to tourism
and sustainable development should be implemented in close
collaboration with the MoT, FVB, the tourism industry and
relevant agencies (e.g. USP’s economic research liaising with the
Reserve Bank, FTIB, Ministry of Finance and National
Planning, etc).
Fiji Institute of Technology (FIT)
FIT has a key role in Team Fiji and should work closely with
other training institutions and the Ministry of Tourism to ensure a
coordinated training system to deliver capacity for tourism
development.
FIT should be a key member of the Tourism Training Task
Force.
Training and Productivity Authority of Fiji
TPAF has a key role in Team Fiji and should work closely with
other training institutions and the Ministry of Tourism to ensure a
coordinated training system to deliver capacity for tourism
development.
2007-2016
TPAF should be a key member and driver of the Tourism
Training Task Force.
Other Educational and Research Institutions
There are the Femmus School of Hospitality, New
Zealand Pacific Training Centre and the University of
Southern Queensland that also provide educational and
training courses relevant to tourism industry.
Non Government Organisations
(NGOs)
Coral Cay Conservation
Unfortunately CCC closed its operations in early 2007. It is
desirable that CCC operations recommence and if they do CCC’s
role in Team Fiji would be continue the scientific understanding of
the needs for marine conservation in Fiji.
Fiji Locally Managed Marine Areas
Integrated Coastal Management
It is strongly recommended that following the ICM pilot project,
the lessons and issues identified be implemented to other coastal
areas that need ICM attention.
In order to continue this positive initiative as a long term process
for other coastal zones the National ICM committee needs to
work hard with relevant stakeholders to acquire funding and
commitment.
On the above basis the ICM could have a key role in Team Fiji
in providing understanding and guidance for the sustainable use of
coastal areas by tourism.
WWF
WWF has a key role in Team Fiji in developing support for and
understanding the conservation management needs of the natural
and cultural landscape that are the foundation of Fiji’s tourism
industry.
Mamanuca Environment Society
MES has a key role in Team Fiji in developing support for and
understanding the conservation management needs of the natural
and cultural landscape of the Mamanucas that is the foundation of
that area’s tourism industry.
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2007-2016

Appendix One – Consultation

A Collaborative Approach
The STDC project members and the principal and Constructive criticism and support was expressed
senior tourism staff from the Ministry of Tourism during the second meeting. A final steering committee is
(MoT) engaged in numerous consultations and scheduled to receive feedback on the draft final tourism
workshops with various stakeholders. The staff of the development plan.
MoT worked closely with the project team acting as
Stakeholder Consultation
counterparts in each consultation undertaken for the
To gain a thorough understanding of the current status,
tourism development plan. The Ministry staff’s
concerns and potential of Fiji tourism, the project team
understanding of Fiji’s tourism status, benefits,
and MoT engaged in numerous consultations with
possibilities, opportunities, limitations, concerns and
government, tourism industry and community
issues were invaluable for the project team. In
representatives. In total, project consultants engaged in:
conjunction with the project team’s expertise in tourism
over 20 formal meetings with the staff of MoT; 16
statistics, research, economics, marketing, strategic
consultations with stakeholders; 9 conference and
planning, transportation linkages, risk management,
forum presentations; and 14 stakeholder workshops.
human resource development, sustainable development,
Consultation workshops were conducted specifically for
institutional arrangements and international advisories,
the tourism development plan. The consulting team can
the review of the previous tourism development plan
state with confidence that a comprehensive consultation
and the formation of a new plan were collaboratively
process with tourism stakeholders was undertaken.
devised.
During workshops and conferences the project team
National Steering Committee
delivered presentations explaining the tourism
The first step of the consultation was involving relevant
development plan and its strategic directions. A project
tourism stakeholders in setting up a national steering
information brochure with contact details was
committee for the Fiji tourism development plan. This
distributed to all attendees to encourage comment and
process was established with the Director for Tourism.
feedback about the project. The project team has since
Chaired by the Minister for Tourism, this steering
received many valuable comments and opinions on Fiji
committee comprised of representatives from: Ministry
tourism which have been taken into account into the
of Fijian Affairs; Ministry of Environment; Ministry of
final draft tourism development plan. In addition,
Commerce; Department of National Planning; Fiji
resolutions derived from the National Tourism Council
Visitors Bureau; Central Health Board; National
and National Tourism Forums have also been
Consumer Council; Airports Fiji Limited; Fiji Ports; Air
considered in the planning.
Pacific; Tourism Resource Owners Association; Fiji
Ecotourism Association; Fiji Islands Hotels and Throughout the consultation process it has been
Tourism Association; Fiji Bed Bank; Society of Fiji continuously commented that the government, tourism
Travel Associates; Fiji Islands Backpackers Association industry and local communities need to collaborate and
and the Institute of Applied Science – University of the progress as a team for successful tourism development.
South Pacific. The purpose of the steering committee
The relevant government authorities need to
was to discuss the current and future status of Fiji
acknowledge tourism as a key driver of the nation’s
tourism, and to guide the project team and the MoT in
economy and prioritise accordingly. A co-operative
the strategic directions for the national tourism
approach between government departments and
development plan.
agencies with a goal of realising the scenarios set out by
The first national steering committee was held one the tourism development plan can be achieved through
month after the project commencement. This meeting realistic policy responses and implementation of the
was to discuss with the national steering committee the proposed strategies. Tourism is a complex entity that
various strategic issues facing Fiji tourism. The includes many different environments such as natural,
comments and opinions were collated into the Fiji socio-cultural, legal, political, technological and physical.
Tourism Development Plan: Strategic Directions Therefore, the ministries, departments and bureaus
document which acted as a guide towards the final directly and indirectly involved in tourism are numerous.
tourism development plan. A second steering Government needs to set goals, undertake initiatives
committee meeting took place after the strategic and fully commit to sustainable tourism development.
directions document was circulated to committee
members.

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Particularly in recent times political unrest, perceived
and actual, and the international media is compromising
the current status and future growth of Fiji tourism. A
more professional relationship between government and
media is necessary. Consultation with government
representatives highlighted a number of issues that were
of particular concern, specifically:
• economic leakage of tourism;
• employment of locals in managerial positions;
• un-licensed tourism operators;
• involvement of local resource owners in
tourism development.
The role the tourism industry plays is a key determining
factor in successful tourism development. The tourism
industry strives for dynamic marketing, innovative
products, quality assurance and return visits. The
tourism industry has many associations that represent its
different segments. A unified voice and cooperative
approach for the betterment of Fiji tourism is shared by
industry operators. The main areas of concern voiced by
tourism industry stakeholders were:
• more support from government for tourism
development;
• limited number of high-skilled staff and training
programs;
• raising quality standards amongst the industry
players;
• close relationships with resource owners; and
others.
Consultation with tourism resource owners for future
tourism development were an important factor that
guided the strategic directions of the plan. Tourism is an
industry that provides benefits not just to the
government and industry but also for the well-being of
indigenous Fijians and the Fijian community as a whole.
Through consultation with tourism resource owners and
certain Tikina representatives it was revealed that they
wanted:
• more information guides for locals to develop
their own tourism businesses;
• closer relationships between resource owners
and tourism operators;
• government to support village youth to be
trained various skills required for tourism;
• sustainable low-key tourism development in
other parts of Fiji, not just the West; and others.
Importance Performance Survey
Since the commencement of the project, the
stakeholders present in conferences, individual
consultations and workshops with the project team were
asked to complete the importance performance survey.
2007-2016
Approximately 90 participants in government, tourism
operations and resource owner representatives
completed the survey. The participants had a choice to
choose the level of importance of each statement in the
questionnaire between ‘unimportant’ (score 1), ‘low’
(score 2), ‘neutral’ (score 3), ‘high’ (score 4) and ‘very
high’ (score 5), and for performance between ‘very
poor’ (score 1), ‘poor’ (score 2), ‘reasonable’ (score 3),
‘good’ (score 4) and ‘very good’ (score 5). The
questionnaire included contents in: need for tourism
development; incentives; tourism monitoring; risk
management; institutional arrangements; infrastructure;
standards; community awareness; training; product
development; aviation; resource owners; legislation and
regulation; marketing and promotion; regional
development; and additional comments.
The highest importance identified was the need for Fiji’s
tourism industry to be environmentally sustainable
(score 4.82), and the need for additional investment by
Government in infrastructure to support existing and
future tourism development (score 4.82). These
statements were either ‘very highly’ or ‘highly’ important
for all participants in government, tourism industry and
resource owners. The importance on: the need for a
coordinated development plan for tourism development
in Fiji; transport infrastructure to support existing and
future development of tourism; and the overall
adequacy of marketing for Fiji by the Fiji Visitors
Bureau were also categorised as either ‘very high’ or
‘high’ between all stakeholders (score 4.80).
Of highest importance for the tourism industry
operators were the tourism industry’s role in managing
tourism and fostering development, and the need for
Fiji’s tourism industry to be environmentally sustainable
(score 4.90).
Government representatives placed the highest
importance on: the need for a coordinated development
plan for tourism development in Fiji; the need to
provide additional incentives for appropriate tourism
development in particular regions; transport
infrastructure to support existing and future
development of tourism; the need for additional
investment by Government in infrastructure to support
existing and future tourism development; the need for
Fiji’s tourism industry to be environmentally sustainable;
the need for setting or adopting environmental
sustainability standards for tourism in Fiji; and the need
for detailed regional development strategies for areas
such as the Yasawas, Vanua Levu or Ra (score 5.00).
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The tourism resource owners mentioned the highest
importance in: the need for a coordinated development
plan for tourism development in Fiji; the need for
additional incentives for specific initiatives such as
environmental protection of mataqali involvement in
tourism developments; emergency communications and
warning systems for tourism; and all comments under
infrastructure, sustainable development, community
awareness and training (score 5.00).
It is noteworthy that sample sizes from government (7)
and resource owners (3) are limited. The lowest score
for importance amongst participants was the need to
protect Fiji’s national carrier (score 3.89). This
demonstrates tourism stakeholders’ importance on
increasing new air routes and markets. This statement
was the one that was in the average score 3. Therefore,
it is reasonable to state that the importance of most
comments made in the survey is considered to be, on
average, ‘highly’ important.
Compared to the importance statements, none of the
performance category scored more than 3.5 on average.
The highest performance score was on the need to
focus on existing proven markets for Fiji (score 3.48)
amongst stakeholders. The lowest performance was the
emergency communications and warning systems for
tourism (score 1.98) despite its ‘high’ importance (score
4.71). While the highest performance score by tourism
operators align with the overall average score, the
government participants recorded tax and investment
for foreign investment in large tourism projects in Fiji,
and the overall adequacy of marketing for Fiji by the Fiji
Visitors Bureau as the highest (score 3.43). Tourism
resource owners identified the performance of tourism
industry’s role in managing tourism and fostering
development, and tax and investment incentives for
foreign investment in refurbishment, upgrading or
expansion of tourism projects in Fiji as ‘reasonable’
(score 3.67). This is interesting to note as all other
stakeholders on average recorded these performance as
‘poor’.
Additional comments were made on: incentives for the
administration and review of the Hotel Aid Act;
provision of incentives for non-accommodation tourism
operators such as cruise ships; training and education
needs to up-skill human resources; increase in the locals’
awareness of the importance of tourism; create more
dynamic tourism products; focus on the unique
characteristics of Fiji; and et cetera.
The results of the questionnaire acted as a tool in
understanding what the tourism stakeholders of Fiji
believed as important. A number of the proposed
strategies in the draft final plan have taken into account
the questionnaire results in relevance to its importance
and performance.
2007-2016
National Tourism Forum Survey
The Fiji tourism industry holds annual National
Tourism Forums to share and discuss knowledge, issues,
potential and resolutions. The project team had the
valuable opportunity to present during the 2006 forum
to provide information on project progress and to
collect tourism stakeholders’ opinions on the strategic
directions of the project.
During the forum, the project team distributed a short
questionnaire to tourism stakeholders to hear their
agreement or disagreement on the broad topics of the
strategic directions. Out of the 300 attendees,
approximately 30 people participated. The scores were
from ‘strongly agree’ (score 5), ‘agree’ (score 4),
‘undecided’ (score 3), ‘disagree’ (score 2) and ‘strongly
disagree’ (score 1). The comments that the participants
‘agreed’ with were on the need for a Tourism
Development Plan for Fiji and that Fiji should plan for
tourism growth (score 4.86). Other statements that were
on the higher category of ‘agree’ were ‘ensuring Fiji’s
tourism product has a Fijian character is vital to
achieving the proposed growth in tourism’ (score 4.70),
and ‘vocational training by FIT and TPAF is essential
for tourism growth’ (score 4.61). Despite the fact that
the comment had the lowest score it still sits within the
‘agree’ category. However, the generalisation of the
survey is difficult to make as it only represent 10% of
the tourism stakeholders that attended the forum.
Nevertheless, the project team is confident that the 46
consultations and workshops conducted during the
course of the project adequately captured the views of
Fiji’s tourism stakeholders to the greatest benefit for the
Fiji tourism development plan.
Regional Strategy Consultation
During the development of the four regional strategies
specific workshops were held in each region. In late
2006 and at the commencement of each regional
planning project a meeting was held with a Task Force
or steering committee group comprising key tourism
stakeholders (industry, resource owners, government
etc.). In early 2007 a series of workshops was
undertaken by Ministry or Tourism and team members
with key resource owner groups in each region.
Once draft regional strategies had been prepared a
further workshop was held with each task force for the
regions.
Whilst the focus of all this consultation was focused on
the regional planning, the overall Tourism Development
Plan was certainly discussed and much valuable input
was provided at the national and regional level.
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 Fiji’s Tourism Development Plan
2007-2016

Comments on the Draft Plan Comments were supportive overall of the Plan with
The draft Plan was widely circulated to industry via specific comments on a variety of areas including the
broadcast email advising it was available for download importance of tax incentives being of a long duration,
via the FVB website. The draft was presented to the concern with tax incentives being restricted to preferred
Steering Committee. development and of a Fiji Character, the need for
additional market research, the need to further embody
Comments on the draft were received from Gary Cross
sustainability in growth of tourism, potential tax
(Taveuni Tourism Association), Tony Everitt (south-
incentives for the MICE industry, the tourism product
pacific.travel), Philip Felstead (Bedarra Beach Inn), Paul
at Pacific Harbour, the importance of the timeshare
Stevens (Sofitel Fiji Resort and Spa), Aaron McGrath
industry, the potential of the Vuda point area and the
and Dixon Seeto (Fiji Islands hotel and Tourism
challenge of air linkages to the North (Savusavu).
Association), Jim Sherlock (Pacific Harbour Tourism
Association and Fiji Timeshare Association), Geoff All comments were constructive and considered and
Hyde and Villiame Koyamaibole (Sustainable Tourism appropriate amendments were made to the Plan.
International), Lorna Eden (Savusavu Tourism
Association), Robin Erwin (Savusavu Marina Village)
and Jim Dunn (First Landing Resort), John Campbell
(Air Pacific)

155