THE BIG 4 TOURISM
PLAN2030
BIG
4 20 30
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Tourism Investment Strategy
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Tourism Marketing Strategy
15 JUL
PASSPORT
Tourism Infrastructure Strategy
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Tourism Product Strategy
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HOTEL
REPUBLIC OF KENYA
His Excellency Hon. Uhuru Kenyatta, C.G.H. President and Commander-in-Chief of the Defence Forces of the Republic of Kenya
Tourism is a cornerstone of the Kenyan economy. It triggers the creation of one direct Kenyan job for every eleven visitors received. It also contributes significantly to our foreign exchange reserves, as well as to GDP as a whole. We must therefore ensure that it flourishes. This Tourism Big 4 Plan succinctly captures the aspirations articulated in the National Tourism Blueprint 2030 (NTB2030) for our tourism sector. Particularly, it emphasizes the key strategies toward making our tourism distinctive. These are the Product, Marketing, Infrastructure, and Investment Strategies. It further underscores the critical pathways to actualizing the strategies. Let us all roll up our sleeves and deliver as planned in the Plan
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The Tourism Big 4 Plan 2017-2030
This National Tourism Blueprint 2030 calls for new innovative approaches in managing the tourism sector in Kenya, while outlining the tools and guidelines for achieving this. It therefore adds chasm to efforts aimed at achieving the Kenya Vision 2030. I am therefore confident that it will take our tourism sector to the next frontiers, and help reclaim Kenya’s position as a leader in the sector. Hon. Najib Balala, EGH
CS, Ministry of Tourism & Wildlife
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The National Tourism Blueprint 2030 is the transformational framework for the Kenyan tourism sector. It departs from hitherto traditional tourism approaches to vibrant, innovative and inclusive propositions that seek to provide unforgettable experiences to visitors, as well as ensure that tourism resources in the country benefit Kenyan communities. Development of the Blueprint entailed passionate collective labour from the tourism trade, public sector, county governments, and tourism stakeholders. Special thanks go to the Cabinet Secretary, Hon. Najib Balala for his leadership, passion and strong commitment to the transformational agenda.
Fatuma Hirsi Mohamed (Mrs.), CBS Principal Secretary
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The Tourism Big 4 Plan 2017-2030
CONTENT The Process How it was done
The Point Why it was done
The Plan What it is
The People Who will do it
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Innovation & Change
Product Strategy Investment Strategy
Research & Knowledge
Marketing Strategy Infrastructure Strategy HOTEL
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JUL PASSPORT
Human Capital
Institutional Strategy
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The Tourism Big 4 Plan 2017-2030
THE PROCESS
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Facts & Figures
CS Led
NRG Driven
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Number of NRG Meetings conducted
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Number of inter-agencies involved
Number of Regional stakeholder workshops held
Number of Tourism CECs participarted
PS
NRG
(NATIONAL REFERENCE GROUP)
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KICC KTF EK TRI CoG TS K A T O TRA KTPU KAAO KWS TMEA KUC BKB KAHK P E R A K KATA KTB
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SEPTEMBER 2016
OCTOBER 2016
Presentation of Diagnostic Report
Phase 1b: Diagnostics
Phase 1a: Project inception
AUGUST 2016
Phase 1: Project inception and diagnostics
Project Inception
JANUARY 2017
FEBRUARY 2017
Cabinet Approval
SEPTEMBER 2017
Cabinet Approval
Submission of ďŹ nal Blueprint
Phase 2: Tourism Strategy Formulation
DECEMBER 2016
Regional stakeholder workshops
NOVEMBER 2016
Presentation of draft strategy to NRG
The Timeline
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THE POINT
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Current state Synopsis of the Current State of the Kenyan tourism industry It is important to understand the current state of the tourism industry in order to determine which aspects of the industry need changing or fixing, which need developing and what should be left as is.
PRIMARY SOURCE MARKET LIFECYCLE STATUS
Number of Tourists
Rejuvenation CRITICAL RANGE OF ELEMENTS OF CAPACITY
Consolidation Development
Involvement
Stagnation Foreign
Africa/Regional
Decline
Domestic
Exploration
Time
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TOURISM EXPERIENCE LIFECYCLE STATUS
Number of Tourists
Rejuvenation
Stagnation
CRITICAL RANGE OF ELEMENTS OF CAPACITY
Wilderness & Safari Business Travel Beach Business Tourism
Consolidation
Development
Nature & Science
Decline
Culture
Involvement
Other Adventure Exploration
Time
TOURISM REGIONAL LIFECYCLE STATUS
Number of Tourists
Rejuvenation CRITICAL RANGE OF ELEMENTS OF CAPACITY
Stagnation Nairobi South Rift Consolidation Coast Central
Development Involvement
North Eastern
Decline Western North Rift
Exploration
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Introduction of products Introduction of new markets/ market segments
Involvement
Development
Development of existing and new products Development of existing and new markets/market segments
Product Survey
Exploration
Tourism Lifecycle Strategic Direction Requirements
Consolidation
Decline
Innovate/rejuvenate existing products Develop new products
Increased marketing to existing markets (deeper penetration) Expansion to new segments of existing markets or new markets
Stagnation
Expansion of existing products Expansion of existing markets/ market segments
Lifecycle StageLikely Future Strategic Direction Kenya’s tourism industry is complex and not all functions, markets and experiences are in a similar position in the tourism lifecycle. A “one size fits all” approach to strategy does not work for the Kenyan tourism industry.
Tourism Industry SWOT Analysis Failure to adapt & innovate in line with global tourism trends & changing world Over-reliance on seasonal foreign leisure (with few source markets & limited segments) Poor experience due to traďŹƒc congestion & poor road conditions, access & driving Expensive (accommodation rates, airfares, entrance fees & two-tier pricing system) Tightly controlled tourism experience by small group of tour operators based in Nairobi Enclavic with limited things to do en-route to end destinations Over-crowding within Maasai Mara Accommodation (especially beach resorts & lodges) tired Perceptions of Kenya as unsafe destination Overall limited ďŹ nancial resources committed to tourism Weak marketing activities and Magical Kenya brand
Beautiful beaches with calm waters & established resort infrastructure World renowned wildlife safari destinations, e.g. Masai Mara Unparalleled diversity & abundance of wildlife Established lodge infrastructure Growing middle class population Hub within a growing economic region, much of which is landlocked
Core Strengths
Core Weaknesses SWOT
Core Threats
Increase in major safety & security incidents Global economic instability Continued lack of budgets for marketing of tourism
Core Opportunities
Re-positioning the Kenyan coastal destination Take back and re-position the safari experience Business tourism Domestic tourism Regional tourism
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The Tourism Big 4 Plan 2017-2030
The newly prominent populism and resulting changes in attitude to foreigners’ access to countries, requirements for visas, as well as terrorism and unrest where tourists could be the targets, are all presaging rapid change
Companies like Uber and Air B’nB are driving disruption.
It is no longer possible for travel and tourism providers, or destinations to continue in a “business as usual” model or mindset, as innovation and change, coupled with agility and ability to respond, are critical for success today and into the future.
New global market consumption pattern make for a further rapidly evolving landscape for tourism, as tourists’ needs and desires evolving and changing
The modern digital economy; termed the 4th industrial revolution is also changing the landscape for all businesses and tourism will, and is, being impacted in a myriad of ways. .
Innovation & Change: Key Trends Considered During the Development of NTB2030
Storage for all
2018
2021 Robots & Services
3D printing - manufacturing
Wearable internet
The internet of & for things
2022
AI & decision-making Smart cities
2027 Driverless cars
The sharing economy
AI & white-collar jobs
3D printing – consumables
2026
The connected home
3D printing – human health
Ubiquitous computing
2025
Big data for decisions Vision as the new interface Our digital presence Government & the new blockchain Supercomputer in your pocket
2023 Implantable technologies
Expected Technology Tipping Points
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WHY? Why is Kenya’s Tourism Industry Underperforming?
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Failure to adapt and innovate the tourism industry in line with global trends Over-reliance on international leisure and a handful of source markets, with a emphasis on one segment Expensive – not value for money Much of the accommodation tired and requires upgrades Continuing perceptions of Kenya as an unsafe destination Overall, limited financial resources committed to tourism Weak marketing activities and Magical Kenya brand
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THE PLAN
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THE BIG
4
15 JUL
PASSPORT
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Tourism Investment Strategy
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Tourism Marketing Strategy
Tourism Infrastructure Strategy
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Tourism Product Strategy
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HOTEL
The Tourism Big 4 Plan 2017-2030
Attract more existing visitors
Relaunch to current markets
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Fix & Refresh
Improve Existing
2017-21
Year 1-5
Research & Planning 2017-18
Attract new & more existing visitors
& new markets
+ Expand existing
Maintain & New
Maintain & Sustain
2019-27
Year 3-10
2017-30
Year 1-13
Attract more existing visitors
New Markets
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New Product
Diversity
The Strategy
Year 1-13
2017 - 2030
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TOURISM VISION In 2030 ‌Vibrancy & innovation characterise our booming & sustainable tourism industry, where local, African & international visitors freely explore iconic Kenya & experience connectedness with our unique people.
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BOLD STEP IMPROVE
1st Improve existing products, market & support services/ infrastructure
DIVERSIFY
2nd diversify to new products, market & support services/ infrastructure
MAINTAIN
Continuously maintain & refresh improved & new products, market & support services/ infrastructure
An Innovative, Booming, Vibrant, Flexible & Connected Tourism Destination
Innovation & change in mindset & business models When to do?
What to do?
How/Where to do - prioritise?
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Innovation & Change Strategic Thrusts for NTB2030
Continuous research and scanning, design thinking, innovation workshops to source intelligence on emerging practices and technologies, as well as new business models (including discarding 2-tier pricing system)
Strategic Thrusts
Operate incubators, competitions and challenges, for the tech and tourism industry, to ensure a continuous flow of possible new business models, technologies and systems
Provide seed funding to qualifying projects to act us a catalyst for tech and innovation by entrepreneurs
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PRODUCT STRATEGY
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PRODUCT STRATEGY
Tourism product development in Kenya should adhere to the ‌ following principles:
Private sector-led Market demand-driven Culture of service excellence Balance between economic, social & environmental issues Supportive infrastructure to be developed by Government Towards achievement of the vision for tourism Principles for Tourism Product Development in Kenya
Aligned to market needs Prioritization Based on sound research Of beneďŹ t to both visitors and locals.
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ATTRACT NEW & MORE VISITORS
ATTRACT MORE EXISTING VISITORS
EXPAND EXISTING & NEW MARKETS
MAINTAIN
MAINTAIN & SUSTAIN
ATTRACT NEW & MORE VISITORS
ONGOING PRIORITY
NEW MARKETS
NEW PRODUCT
DIVERSIFY
PRIORITY - 02
RELAUNCH TO CURRENT MARKETS
FIX & REFRESH
IMPROVE EXISTING
PRIORITY - 01 Marketing & branding Institutional arrangements Skills/training Finance
New products/experiences in non-core regions Fix support functions in non-core regions
All existing markets/segments All new markets/segments
MARKETS:
All new products that are developed
All existing products that do not need fixing
PRODUCT:
New segments in existing markets New markets
MARKETS:
New products/experiences in core regions Fix existing products/experiences in non-core regions
PRODUCT:
Campaigns across distribution channels to existing markets & segments (domestic & international)
RELAUNCH:
Infrastructure (access) in core regions Safety perceptions
Products/experiences in core regions
FIX:
PRODUCT FLAGSHIPS AFRICAN SAFARI African Safari is the Unique Selling Point of Kenyan tourism, and the ultimate dream experience that most visitors to the country desire to connect with
THE MAASAI MARA STRATEGY Maasai Mara is iconic and well known for the Wildebeest migration
ELEVATE AMBOSELI’S STATUS TO ‘MUST SEE’ Amboseli is an impressive wildlife and nature destination with the backdrop of Mt. Kilimanjaro
DEVELOP NICHE TOURISM 34
The Tourism Big 4 Plan 2017-2030
The African Safari experience can be complemented by amazing Niche tourism activities, like volutourism, filming, and birding. These will be nurtured
BEACH DESTINATION MOMBASA WATERFRONT DEVELOPMENT
Development of Mama Ngina Drive and Jomo Kenyatta Public Beach will entail redesigning and re-planning the areas to iconic seafront recreational areas of international standard
Mama Ngina Waterfront Jomo Kenyatta Public Beach TOURISM MANAGEMENT COMPANIES
These are new tourism institutions, each formed to manage tourism in its respective beach node
BEACH MANAGEMENT PROGRAM
This is a mix of varied projects aimed at addressing beach tourism issues at the coast
AIRLINE INCENTIVE PROGRAM
This is a Kshs. 2.1 billion initiative launched by H.E. the President with the aim of attracting more direct flights to Mombasa. It followed a lull in international tourist arrivals that was caused by concerns over insecurity
CRUISE TOURISM STRATEGY
The strategy provides a clear roadmap for reclaiming and growing the lucrative, high-end cruise ship travellers
BEACH PROMOTION STRATEGY
This will see the development of a branding strategy, as well as the engagement of a reputable PR firm The Tourism Big 4 Plan 2017-2030
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USHANGA KENYA INITIATIVE
A transformative grassroots initiative for pastoralist women aimed at leveraging the commercialization of their beadwork for the purpose of significantly changing their standards of living
CITY TOURISM NAIROBI URBAN REGENERATION REGENERATION
NAIROBI RIVER
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Nairobi is increasingly growing as a key hub for the African region in relation to international relations, business and investment, logistics and access to the continent. It therefore needs to live up to the standards required of a city of international repute.
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MARKETING STRATEGY
Tourism marketing is a continuous and sequential process through which tourism management plans, researches, implements, controls, and evaluates activities designed to satisfy the needs and wants of a tourist, as well as meet the organization’s objectives
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The primary objective of undertaking any marketing activities is to grow visitor numbers
Deliver an exceptional tourist experience
Improve the competitive position of Kenya in the sales system
Inspire the world through a powerful Brand Kenya
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The Tourism Big 4 Plan 2017-2030
Become the preferred partner for the industry
Improve the performance of the tourism industry marketing
The Unique Selling Proposition (USP) for the Kenyan Brand is summarized in 7 points
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Intimate and responsible connection with nature
Diversity of wildlife in breathtaking landscapes to remember
Enriching cultural encounters with friendly people & ancient tribes
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Barefoot luxury, even in remote locations
Multi-experience coastline
Vibrant cities for passive and active pursuits
7 Exhilarating activities inland and on the coast
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Deliver an exceptional tourist experience
Initiatives
KEY ISSUES Portfolio diversification held back by weak product & experience development Risk of getting/staying “stuck in the middle” of a safari trip
>>
Implement a portfolio of Top, Signature and Quality Assured experiences Put in place a system of product sub-brands Implement the Safari Innovation & Development Program (SIDP)
Inspire the world through a powerful Brand Kenya Initiatives
KEY ISSUES No clear image of Kenya in the market beyond safari Low brand conversion rate Lagging behind in digital marketing High levels of advocacy and repeat rate
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Implement Brand Kenya’s initiative Deploy the 360º communication plan Digital marketing development program Implement a CRM Initiative
Improve the competitive position of Kenya in the sales System KEY ISSUE Opportunity to grow and further penetrate intermediaries and retailers
>>
Initiative distribution 8. Facilitate & sales
Become the preferred partner for the industry KEY ISSUE
8.
Disconnection with the private sector
>>
Initiatives the 9. Implement Kenyan Industry
Engagement Program
up a Marketing 10. Set Education initiative
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Improving performance of the tourism industry marketing Initiatives
KEY ISSUE
8.
Current MDRs network produces a very low return on investment
ďŹ nancing model does 10. The not secure a stable budget tourism management 11. The system is not oriented towards achieving marketing results
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the new 11. Implement in-market presence model the new 12. Implement funding model into eect the new 13. Put operating model of KTB up a framework for 14. Set cascading the Marketing Strategy locally
MARKETING FLAGSHIPS GLOBAL PR
OVERSEAS REPRESENTATION MODEL
Defining, Securing and Promoting one country brand for tourism, investments, exports and culture
Rethinking and Redesigning of country representation through tourism experts resident in source markets, under the Kenyan Embassy umbrella and directed by KTB
DOSMESTIC TOURISM
Kenyans’ travel in their country grows GDP, provides exposure, and unites the country
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DIGITAL MARKETING STRATEGY »» Adopt 5P Model in international and campaigns, cooperative marketing with the trade and international representation, underpinned by flexible policy, a well thought out plan, redefined processes, incorporated professionalism, eliminated pushbacks »» Accept proactive change management at organizational levels, move beyond marketing through management, to partnerships and communitization of our destinations »» Adopt digital content that have purpose(s), with different platforms for different people and targeting of communities over countries, as well as merging of word of mouth with social media »» Expand the digital team to include trade and customers and thereafter KTB team with a head of digital, a channel manager and a community manager »» Adapt to improve »» Rise above other destinations in terms of product, pricing & service standards »» Do less of what is unproductive, that which replicates other destinations or is immeasurable »» Stop doing what is not working or is not appealing to higher value markets »» Create products that are clearly different from those of competitor destinations, or an entirely new approach
EVENTS STRATEGY The strategy aims to consolidate all events accross the country and establish a single calendar of events for the country.
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INFRASTRUCTURE
STRATEGY
Tourism infrastructure supports tourism product and marketing components. It helps ease access to products and makes tourism experiences affordable. Key domains for the strategic component are tourism roads, the SGR and air travel.
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Decision-making sequences
Coordinate
Prioritise
Infrastructure Strategy
Rationalise
Sustain
Consolidate
Tourism Insfrastracture Strategy “Concentrate on the Corridors” Vision: A totally intergrated tourist-centric route network The Infrastructure Strategy supports the Product and Marketing Strategies. It is underpinned by the principles of “Improve Existing”, ‘Diversify’, and ‘Sustain and Maintain’. The Infrastructure Strategy will be aligned to the Product and Marketing Strategies during implementation of the Blueprint 46
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Kenya: Mobility Corridors showing Tourism route networks and Key Kenyan Airports
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Cultural/ Community Participation
Tourist Information Systems
Transport Modes
Connecting City Centres
Infrastructural Support
ICT Connectivity
Integration and Coordination
Safety & Security
Emergency Services
Corridor Strategy Elements
INFRASTRUCTURE
FLAGSHIPS
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Back to our Roots
Nairobi - L. Turkana
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03
2,400
Highway to the Sky
Number of Km of roads initially targeted
Nairobi - Nanyuki - Isiolo Garsen - Isiolo
Nairobi - Amboseli - Tsavo Amboseli - Loita Hills
The Victorian West
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Nairobi - Eldoret - Kisumu
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Southern Safari
Coastal Treasure Trove
Malindi-Mombasa-Lungalunga Dual Carriage
01
Classic Mara Safari
Nairobi - Maasai Mara Narok-Mara
The Mombasa Connection
Nairobi-Mombasa artery
BRANDED CORRIDORS
SGR
Lamu - Mombasa - Nairobi - Kisumu The Tourism Big 4 Plan 2017-2030
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Integrated Airports, Ports and Stations
WILSON DIANI
ISIOLO LODWAR
MUSIARA
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Local NS Hub
S. Coast Link
Coastal Gateway
NANYUKI
Turkana Link
The Tourism Big 4 Plan 2017-2030
N. Coast Link
MOI
Mt. Kenya Link
Mara Link
MALINDI
ELDORET
Mt. Kenya Link
KISUMU
Victoria Gateway
INTERNATIONAL AIRLINES
DESTINATIONS »» »» »» »» »» »» »» »» »» »»
Beijing Dubai Tokyo London Hong Kong Istanbul Atatürk Airport John F. Kennedy I Singapore Changi Airport Zurich Airport (ZRH) Munich Airport (MUC)
REGIONAL AIRLINES DESTINATIONS »» »» »» »» »» »» »» »» »» »»
O. R. Tambo Cairo Tunis Lusaka East Africa Khartoum Casablanca Lagos Accra Lome
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AIR GROWTH STRATEGY
Air is the fastest and most efficient access to a tourism destination and its products. The Air Growth Strategy seeks to maximize this air travel potential for Kenyan tourism.
MOMBASA
ACTION POINTS
»» Facilitative policy to expand affordable local air travel »» Incentives for low-cost airline operators »» Implementation of open sky policy
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The Tourism Big 4 Plan 2017-2030
Integrating City Centres
Nairobi Mombasa
Eldoret
Multi Modal/PTO Intergration – rapid transit termonal Info Centers and Intergration with inter-city structures
Kisumu
Nyeri
Pedestrianization and creation of walkable precincts Health, Safety and Cleanliness Security/Safety Infrustracure
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INVESTMENT STRATEGY
Tourism Investment refers to the creation of capital goods or goods that are capable of producing other goods or services in the tourism industry, towards earning higher profits in the private sector or revitalization and growth for public purposes The Tourism Big 4 Plan 2017-2030
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Identified projects for tourism investment will be scored using a project investment appropriateness test
Who to sell to & where
What to sell where
Potential Investors: Kenya, Tanzania USA, UK Germany, Italy France, India China, UAE Sub-Saharan Africa Canada, Singapore, Malaysia
For the first 5 years, a ‘Push’ strategy will be used and thereafter, a ‘Pull’ strategy will be used to attract tourism investment.
How to sell
THRUST 03
This means that 40% of all resources and activities (efforts) of the KTIPS will be targeted at each very large and large investments and 20% at small investments
Size split (by value): 40% very large; 40% large; 20% small
How much to sell
THRUST 04
The timing for targeted investments should be based on the targets specified in this plan, and the timing of activities suggested in the product development strategy
When to sell
THRUST 05
Testing and Re-testing of products
How to sell?
Re-developmnt of financial products
Strategic Thrusts
Industry Survey
Financing tourism investments
Government Agencies
Who will sell & with what
THRUST 06
Who to sell to & from where?
Plan - Promote Facilitate - Link
THRUST 02
THRUST 01
Investment Strategic Thrusts
What to sell? How much to sell & for how much?
When to sell?
Who will sell & with what?
Incentives
Promote current incentives
Check uptake of incentives
Provide new incentives
Inclusion of incentives to ďŹ nance houses
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INVESTMENT FLAGSHIPS TOURISM INCENTIVE PROGRAMME The Tourism Incentive Program seeks to drive sales and grow the tourist base of tourism establishments by providing them with better access to buyers and potential guests
REFURBISHMENT FUND
INTERNATIONAL BRANDED HOTELS
SHANZU CREEK TOURISM DEVELOPMENT CITY (SCTDC)
RESORT CITIES
KICC EXPANSION KICC expansion will add 10,000 conference capacity to the current KICC capacity
MICC MOMBASA Mombasa International Convention Centre (MICC) will introduce 15,000 conference capacity to the region 58
The Tourism Big 4 Plan 2017-2030
NICC BOMAS The Nairobi International Convention and Exhibition Centre (NAICEC) will be developed at the Bomas of Kenya
RONALD NGALA UTALII COLLEGE
RNUC
The is project to establish a hospitality college of excellence in Kilifi, has escalated in cost and is indeterminate in completion. The Hotel component also remains undecided
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LITTLE THEATRE Development of Little Theatre in Mombasa will provide diversity to the experiences offered in Mombasa, and foster integration of heritage and culture in the region’s tourism product.
CRUISE TERMINAL Kenya is committed to be part of the cruise ship circuit. Towards this end, a first cruise terminal whose construction is underway in Mombasa will be completed within the 2018 – 2022 period.
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INNOVATION HUB
An innovation hub will be developed to spearhead innovation in tourism. Under the hub, incubators, competitors and challenges will be operated for the tech and tourism industry, so as to ensure continuous flow of new business models, technology and systems in Kenyan tourism.
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Na Tour Bluepr 2017-2
030
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The Tourism Big 4 Plan 2017-2030
ational rism rint
THE PEOPLE
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Restructure
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TFC
TOURISM AGENCIES
01
KTB
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KICC, BOMAS
TRI
05 KUC
04 TF
03
02 TRA
Under Development Bank
Activate, Relocate
Refocus, Reengineer
Collection outsourced to KRA Allocation with MOT concurrence
Baraza Kenya
Refocus, Concentrate on Regulation
Remodel, Move to Promotion Kenya
Institutional Strengthening
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Kenya Domestic Toursim Association
ECOTOURISM
Kenya Professional Safari Guides Association
KENYA
KATA
Kenya Association of Tour Driver Guides
KATO
Kenya Budget Hotel Association
PERAK
KENYA TOURISM FEDERATION (KTF)
Private Sector
KAAO
KECOBAT
KAHC
FECTO
KCTA
HUMAN CAPITAL FLAGSHIPS New Organs Tourism Policy & Promotion
The CS Circle National Tourism Council
Four Directorates
Tourism Relations & Communication Tourism Development & innovation Tourism Safety & Security
Tourism Inter-Agency Council
National Convention Bureau
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NEW ORGANS
Regional Tourism Councils
Tourism Management Companies Tourism Transformation Fund
The Tourism Big 4 Plan 2017-2030
DIANI MOMBASA WATA M U MALINDI LAMU
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PROPOSED ORGANIZATIONAL STRUCTURE FOR STATE DEPARTMENT OF TOURISM
NATIONAL CONVENTION BUREAU
Business tourism is a lucrative and fastgrowing segment of the world’s tourism. Establishment of the National Convention Bureau will be undertaken in line with the recommendations of the Task Force on the Establishment of the National Convention Bureau Nairobi City remains the leading business tourism destination in the region. Establishment of the NCB aims to consolidate and grow this pole position
TOURISM TRANSFORMATION FUND - (TTF) REGIONAL TOURISM COUNCILS (RTCS)
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The Tourism Transformation Fund established by finance ACT 2016 is to provide a resource for development and transformation of the Tourism sector These are new tourism institutions, each formed to manage tourism in its respective beach nodes.
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LET’S CONNECT Teleposta Towers, 18th floor, Kenyatta Avenue P.O. Box 30027-00100 Nairobi, KENYA +254 (020) 3313010 +254 710 601 103 +254 (020) 3318043/5 info@tourism.go.ke @Min_TourismKE @MinistryOfTourismKE @tourismkenya www.tourism.go.ke