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This Strategy is a working document developed by the Community of Soufriere, Scotts Head and Gallion, in collaboration with the Soufriere, Scotts Head and Gallion Local Economic Development Planning and Advisory Committee (LED-PAC), the Ministry of Social Services, Community Development and Gender Affairs and the Caribbean Local Economic Development Project (CARILED). The process was undertaken with the financial support of the Government of Canada through Foreign Affairs, Trade and Development, Canada.

Acknowledgements:

CARILED Consultants: Marion Villanueva and Marie-José Edwards facilitated the development of the

LED strategy in collaboration with the Local Economic Development Officer and CARILED staff. The

consulting team acknowledges the significant contribution of the Soufriere-Scotts Head-Gallion LED-PAC

and of those who attended the focus groups, community planning session, interviews and other meetings.

Photos courtesy Discover Dominica Authority.

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TABLE OF CONTENTS

LIST OF TABLES ......................................................................................................................................... iv

LIST OF ACRONYMS ................................................................................................................................. v

EXECUTIVE SUMMARY ........................................................................................................................... 1

VISION .................................................................................................................................................... 1

GOALS ..................................................................................................................................................... 1

OBJECTIVES .......................................................................................................................................... 2

I. INTRODUCTION ............................................................................................................................... 5

II. PROCESS TO DEVELOP THE LED STRATEGIC PLAN .............................................................. 5

III. LOCAL ECONOMIC ASSESSMENT ................................................................................................ 8

A. LOCAL ECONOMIC PROFILE ................................................................................................. 8

1. DEMOGRAPHICS ....................................................................................................................... 8

2. THE ECONOMY OF SSG ......................................................................................................... 12

3. THE BUSINESS ENVIRONMENT ......................................................................................... 18

4. HARD INFRASTRUCTURE ..................................................................................................... 23

5. COMMUNITY/LOCALE/PARISH, NATIONAL, REGIONAL FACTORS............................. 26

6. SWOT ANALYSIS ..................................................................................................................... 28

B. COMPETITIVE AND COOPERATION ANALYSIS ............................................................... 29

IV. LED STRATEGIC PLAN .................................................................................................................. 30

A. VISION ....................................................................................................................................... 30

B. GOALS........................................................................................................................................ 30

C. OBJECTIVES ............................................................................................................................ 31

D. PROGRAMMES ......................................................................................................................... 32

E. PROJECTS ................................................................................................................................. 35

REFERENCES .......................................................................................................................................... 38

Attachment I - List of Persons Interviewed ............................................................................................. 39

Attachment II – Attendance list for Community Meetings and LED Strategic Workshop .................. 40

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LIST OF TABLES

Table 1: SSG LED Core Team ........................................................................................................ 6

Table 2: LEDPAC Members ............................................................................................................. 6

Table 3: St. Mark’s Population Changes .......................................................................................... 9

Table 4: Gender Percentage Breakdown ......................................................................................... 9

Table 5: Numbers and types of schools compared nationally with SSG ....................................... 10

Table 6: Total Visitors to Soufriere/ Sulphur Springs 2009-2013 ................................................... 13

Table 7: Room Stock in SSG Dominica (2012).............................................................................. 14

Table 8: Associated Livelihoods- Persons providing a service that supports the Fishing Industry 16

Table 9: Number of Concessionary Licenses granted for new and current businesses in 2012 .. 18

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LIST OF ACRONYMS

BNTF Basic Needs Trust Fund

CARICOM Caribbean Community

CIA Central Intelligence Agency

DAPEX Dominica Agricultural Producers and Exporters Ltd

DCTA Dominica Community Tourism Association

DEXIA Dominica Export Import Agency

DOMLEC Dominica Electricity Services Limited

DOWASCO Dominica Water and Sewage Company Limited

DNFTO Dominica National Fair-trade Organization

DSHWA Dominica, Spa, Health and Wellness Association

DYBT Dominica Youth Business Trust

GDP Gross Domestic Product

GEF Global Environment Facility

GOCD Government of the Commonwealth of Dominica

ICT Information and Communications Technology

LAMA Soufriere Scott’s Head Marine Reserve Local Area Management

Authority

LED Local Economic Development

LEDPAC Local Economic Development Planning and Advisory Council

MoT Ministry of Tourism

MSMEs Micro, Small and Medium Enterprises

NDFD National Development Foundation of Dominic

SBSU Small Business Support Unit

SSG Soufriere, Scotts’s Head and Gallion

SSMR Soufriere Scott’s Head Marine Reserve

VAT Value-Added Tax

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UNDP United Nations Development Programme

UNESCO United Nations Educational, Scientific and Cultural

Organization

US United States of America

WINCROP Windward Islands Crop Insurance

WNT Waitukubuli National Trail

YDD Youth Development Division

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EXECUTIVE SUMMARY

The economic base of the communities of Soufriere, Scotts’s Head and Gallion (SSG)

constitutes tourism, fisheries, agriculture and services with tourism and services

providing the greatest potential for economic expansion and income generation.

There are a number of factors hindering economic development some of which are

human, cultural and financial.

Overall there is a lack of capacity at the level of the MSMEs, the village council

responsible for undertaking development projects in the communities and at

individual levels within the community.

The strategic plan has been developed through a process of research, collation and

assessment of baseline information on the communities- current socio-economic

activities, potential areas of development, evaluation of the business environment,

training opportunities and technical assistance and evaluation of the existing

infrastructure- and through community workshops and consultations. Out of these

consultations, the following vision, goals and objectives were articulated by the

communities:

VISION

The three communities of SSG organized and empowered to optimize all assets in

each sector and to develop authentic tourism offerings so as to enhance sustainable

livelihoods and to improve the quality of life for all.

GOALS

GOAL LINK TO LOCAL ECONOMIC ASSESSMENTS

1.To improve the

infrastructure of the

communities so as to

enhance the tourism

potential

Strength- utilities and main access road are developed;

Weakness- community access roads are dilapidated

2.Increase

opportunities for

employment

generation

Strengths:

Has major sites for development of marine and

terrestrial tourism.

Fourth largest fish landing site.

Large number of SSME’s;

Opportunities:

proximity to the capital city and major cruise ship

berth;

To develop alternative access through construction

of a jetty;

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GOAL LINK TO LOCAL ECONOMIC ASSESSMENTS

3. To build capacity

to improve the

workforce and meet

current demands and

emerging

opportunities

Strengths-

has a relatively young workforce and entrepreneurs;

Individuals have invested in their business and are

eager to succeed;

Weaknesses- inadequately trained work force;

4. To reduce solid and

liquid waste pollution

Weaknesses:

High level of pollution of terrestrial and marine

environment;

Inadequate garbage collection system;

5. To develop

effective community

partnerships,

cooperation and

communication

Strength- well developed system of local government

through the establishment of village councils;

Weaknesses:

Capacity of the village council is weak as a result of

lack of finance and inadequate staffing;

Weak collaboration and communication between and

among various stakeholders;

OBJECTIVES

To improve infrastructure essential to the short- term and long- term

economic growth of the community

To increase employment by 20 % by year 3 through improved product

development, training, and marketing

To develop agri-fishing industry to add value to current agriculture and

fishing industry by 2017

To train 60 % of target groups by the end of Year 1, as a first stage to

certification

To reduce solid and liquid waste pollution by 90% in 2016

To strengthen the leadership and institutional arrangements necessary for

the implementation of the LED strategy by year one (1)

To ensure effective representation from the three (3) (SSG) communities in

all programs and projects.

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A number of priority projects were identified as follows:

SHORT TERM WITHIN ONE

YEAR

MEDIUM TERM WITHIN 2

– 3 YEARS

LONG TERM- 3 –

5 YEARS

Review and implement a

management plan and structure

for the Sulphur Springs

Undertake a feasibility study

for fish processing – smoked

fish industry/ slicing/ vacuum

packing – Medium to long

term.

Undertake an inventory of areas

of attraction within the

communities and select 2 other

sites based on market demand-

value to the tourist, value to the

community and competitive

advantage.

Reintroduction of “Koné Konla”

and improvement of “Crab Fest”-

Establish and/or strengthen a

management committee with key

representatives to evaluate past

activities and programmes and to

develop new programmes to

improve “Crab Fest” and to

develop and re-introduce “Koné

Konla (Priority)

Commission an assessment of

existing infrastructure and the

preparation of a data-base and

cost estimate on areas requiring

improved infrastructure.

Work with

relevant

government

departments and

the Office of

Disaster

Management to

undertake a

feasibility study

as a basis for the

construction of

the jetty-

(Medium to long

term)

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SHORT TERM WITHIN ONE

YEAR

MEDIUM TERM WITHIN 2

– 3 YEARS

LONG TERM- 3 –

5 YEARS

Provide training and technical

assistance to the various sectors to

strengthen their ability to expand

and develop their businesses

within 2 years.

Provide training and

technical assistance to the

various sectors to strengthen

their ability to expand and

develop their businesses

Provide training

and technical

assistance to the

various sectors to

strengthen their

ability to expand

and develop their

businesses.

Initiate dialogue with Dominica

Solid Waste Management

Authority within 6 months to

discuss an improved solid waste

management program for SSG to

include the establishment of an

organic waste recycling

programme for revenue

generation- (priority)

Collaborate with the CATS project

on an approach to manage

sewerage and grey water disposal

into the Alum stream. (priority).

Implement an improved solid

waste management system

by year 2 based on

recommendations;

Collaborate with the CATS

project on an approach to

manage sewerage and grey

water disposal into the Alum

stream. (priority)

To undertake beach cleaning,

restoration and beautification

To undertake

beach cleaning,

restoration and

beautification

Contract a public awareness

specialist to develop a community

communication strategy and

public awareness programme for

the village council

Implement public awareness

and communications

programme

Implement public

awareness and

communications

programme

Critical to the success of the implementation of the strategic plan and the economic

development initiatives in SSG is capacity building, information-sharing, building

trust and confidence in the village council and, building community buy-in and

support for the various development initiatives being proposed.

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I. INTRODUCTION

Background

The Development of this strategic plan is one component of the Local Economic

Development (LED) process being implemented under the Caribbean Local

Economic Development Project, CARILED, to create better economic conditions,

economic growth and employment generation for the Soufriere, Scott’s Head, and

Gallion communities.

The programme is being spearheaded by the Ministry of Social Services,

Community Development and Gender Affairs and the SSG village Council through

a collaborative process in which the public, business and non-governmental sector

partners work collectively to build up the economic capacity of their community and

to improve its economic future and the quality of life for all.

The report consists of an introduction, the process undertaken to develop the

strategic plan and the list of stakeholders involved in the process, a analysis of the

local economic profile of the communities (a socio-economic profile outlining

demography, the economy and business environment, infrastructure as well as an

evaluation of community, national and regional factors that can influence the

economic development of the communities, an overview of the economic

environment), and the strategic plan -vision, goals, objectives, programmes and

projects.

II. PROCESS TO DEVELOP THE LED STRATEGIC PLAN

Two (2) management teams were established for the implementation of a Local

Economic Development (LED) programmes for the Soufriere/ Scott’s Head, Gallion,

SSG, communities.

The LED Core Team is comprised of ten individuals, whose functions are to act as

facilitators, coordinators and stimulators of the LED process and to optimize the

possibility for successfully implementing the LED process by using best practices as

well as identifying and exploiting opportunities for synergy in economic

development activities.

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The SSG LED Core Team consists of the following members:

Table 1: SSG LED Core Team

# NAME ORGANIZATION POSITION CAUSE/ AREA OF

FOCUS

1 Oscar Etienne SSG Village

Council Chairman

Local Authority;

Tourism

2 Heston

Charles

SSG Village

Council

Deputy

Chairman

Local Authority; Kone

Konla

3 Higgs Adams SSG Village

Council Councillor

Local Authority;

Sulphur Springs

4 Julian Defoe Fisheries Division Fisheries

Liaison Officer Fisheries; LED

5 Kathy Roberts Local Government

District

Development

Assistant

Local Authority; LED

6 Vincienne

George

Dominica

Association of Local

Authorities

Program Officer Local Authority; LED

7 Kathrine

Fontaine Local Government

District

Development

Assistant

Local Authority; LED

The second team, The LEDPAC is a local advisory group of local program interests

and stakeholders at the community level with representation from the village

council, and local government, Fisheries Division, various entrepreneurs, and NGOs

within the community. This group is expected to assist program implementation by

providing local oversight to demonstration projects at a community level, along with

identification of local resources. The LEDPAC team is composed of nine members

and five observers.

Table 2: LEDPAC Members

LEDPAC Members

# Name Organization Position

1 Oscar Etienne SSG Village Council Chairman (LEDPAC

Chair)

2 Heston Charles SSG Village Council Deputy Chairman

3 Higgs Adams SSG Village Council Councillor

4 Jullan Defoe Fisheries Division Fisheries Liaison Officer

5 Kathrine Fontaine Local Government District Development

Assistant

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LEDPAC Members

# Name Organization Position

6 Kathy Roberts Local Government District Development

Assistant

7 Simon Walsh Dominica Water Sports

Association

Executive Member

8 Dr. Vivian Moise Dive Dominica Proprietor

9 Olu Obonyo St. Marks Fisher-folk

Cooperative

Executive Member

In order to develop the Local Economic Development (LED) strategy, two (2)

questionnaires were administered with the aim of assessing the local social and

economic conditions of the communities, and to obtain an economic profile of the

MSMEs within the community, so as to gain an insight into the policies and

practices that hinder their development, as well as to identify key opportunities

that are available to them. This was further enhanced through desk research and

the use of existing statistics.

Follow-up community meetings were held to discuss and validate the findings.

Consequently, a two-day LED strategic planning workshop was organized with

community stakeholders in order to devise a framework for the development of the

strategy.

The key multi-stakeholder groups in Soufriere-Scott’s Head-Gallion that have been

involved in the LED Process are as follows:

SSG Village Council;

Scott’s Head Improvement Committee (Represented by Mr. Garvin Destouche

(2012-2013) and Mr. Conrad Caesar (2013-2014);

St. Mark’s Fisherfolk Cooperative (Represented by Mr. Olu Obonyo);

Entertainment Committee – (Newly formed with the mission of Re-launching

Koné Konla and other events);

Soufriere Youth Steel Pan Group;

Soufriere Youth Dance Group;

SSG Restaurateurs and Hoteliers Association (12 Founding Members);

Soufriere Scott’s Head Marine Reserve Local Area Management Authority

(LAMA);

Newly formed Farmers Group (May 2014).

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III. LOCAL ECONOMIC ASSESSMENT

A. LOCAL ECONOMIC PROFILE

1. DEMOGRAPHICS

Location

St. Mark covers approximately 4.2 sq. mile of land in the South-West end of

Dominica.

Boundaries of St. Mark include:

• North: By Soufriere Ridge.

• South: By the Atlantic Ocean.

• East: By Soufriere Ridge.

• West: By the Caribbean.

Settlements

There are 3 human settlements within the parish which include:

• Soufriere (east)

• Scott’s Head (southernmost)

• Gallion (central location)

Human settlements are provided with pipe borne water, electricity, telephone and

cable television service.

Land Use

Land use within the parish:

• The uppermost area is under primary forest (“nature reserve” or

protected areas)

• Secondary forest covers 250 acres (mostly abandoned estate)

• Cultivation covers 194 acres (third largest category)

• The villages occupy 58 acres; located mostly along the coastline

(housing is the dominant use).

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Major Assets of the Parish Include

Historical resources and archaeological sites – this area has significant

plantation ruins and fortifications, (Bwa Cotelette Plantation House);

Amerindian sites in Soufriere and Scotts Head;

Terrestrial resources- the Sulphur Springs, dormant craters, 2 major

hiking trails (segments 2 and 3 of the Waitukubuli National Trail);

The potential for developing health & wellness tourism based on the

Sulphur Springs;

Marine resources –A marine reserve, the Soufriere Scott’s Head Marine

Reserve (SSMR), which supports coastal and pelagic fishery, some of the

best snorkeling and scuba diving sites in the world, excellent whale

watching opportunities and beaches at Soufriere and Scott’s Head for

recreational swimming.

Population

In 2011, the total population of the parish was estimated at 1,829 compared to the

2001 population census of 1,891- 3.3 % decline. The parish has maintained a 2.6-

2.7% of Dominica’s total population over 20 years (1991 -2011). There are 703

households with an average of 2.6 persons/household and 845 dwelling units.

Population changes

Table 3: St. Mark’s Population Changes

Year St. Mark’s population Dominica’s Population

1991 1,943 (2.7%) 71,183

2001 1,891 (2.7%) 71,242

2011 1,829 (2.6%) 70,739

(Source: 2011 population and housing census)

Gender breakdown in percentage - % female and % male 50.4 : 49.6 Female :

male (2011) 51.4 : 48.6 – female : male (2001)

Table 4: Gender Percentage Breakdown

Gender St. Mark’s population Dominica’s population

Male 908 36,411

Female 921 34,882

Total 1,829 71,293

(Source: 2011 population and housing census)

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At the national level, Dominica registered a 0.22% increase in population over the

last 10 years increasing from 70,739 in 2001 to 71, 293 in 2011, with the ratio of

male : female being 1:1.

Employment

The total labour force in Dominica based on the 2011 census is 28,000. The current

national unemployment rate is 24%. Within the SSG community in 2001, 62% of the

population was unemployed. Recent surveys (LED Survey) in 2014 indicate that

less than 50% of the population is employed. Based on the last census of 2001, the

major areas of employment at the community level were agriculture, retail &

wholesale and industry in order of priority. In 2011, the major areas of employment

are services, wholesale and retail, fishing, followed by construction. In terms of

gender, men dominate the major industries of agriculture, fishing and construction,

while women dominate the services, wholesale and retail.

The Country Poverty Assessment Report 2008/09 indicated that within the parish of

St. Mark, 27.3% were “poor persons” (persons lacking sufficient money to live at a

standard considered comfortable) and 72.7% were “non-poor” persons. The report

estimates that at the national level, an estimated 23% of the population is below the

poverty line.

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Education & Training

There is only one primary school within SSG. There are no secondary or special

needs schools within the community of SSG. The current 100 students enrolled in

the school constitute 1.23% of the total number of students enrolled in primary

schools in Dominica. For secondary and tertiary education, the students must

attend schools outside of the parish.

Numbers and types of schools compared nationally with SSG:

Table 5: Numbers and types of schools compared nationally with SSG

Elementary Schools

# of Schools # of Students # of Teachers

St. Mark (SSG) 1 100 8

Dominica 60 8,144 576

(Source: Ministry of Education)

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Types of schools, and higher education establishments by types:

There are 15 secondary schools on island as well as one (1) special needs school- the

school for the mentally challenged. An overview of ownership of other educational

institutions is as follows:

- 80+ Pre-primary schools; all privately owned, managed, and funded.

- 60+ Primary schools; approximately 50 are Government owned, 5

Government assisted, and 5 privately owned.

- 15 secondary schools; 7 are Government owned, 7 Government assisted, and

1 privately owned.

- 1 school for the mentally challenged – Government assisted (located in

Roseau).

(Source: Ministry of Education)

Tertiary Training Institutions

There are no tertiary institutions in SSG.

The following are tertiary training institutions available at the national level:

Dominica State College- offers courses at the Associate Degree level and

nursing at the Undergraduate level

University of the West Indies School of Continuing Studies

Two (2) medical schools- Ross University School of Medicine and All

Saints University School

Business Training Centre- private.

Training Opportunities

Training opportunities in fishing:

As a regulatory board, the Fisheries Division provides various levels of training for

fisher folks. Training includes a “Basic Fisherman Training Course (B.F.T.C.)” - a 5

day training program for fishers and potential entrants to fishing, is implemented

to develop the necessary competencies and skills in fisheries, as well as to enable

fishers to optimize the potential of the fishing industry.

This course is a mandatory requirement for obtaining a fisherman license to fish in

the Commonwealth of Dominica.

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Training opportunities in entrepreneurship:

The Dominica Youth Business Trust (DYBT) managed and implemented by the

Youth Development Division, (YDD), caters to business persons from the age of 18-

35, and offers training programs geared toward assisting entrepreneurs in

developing their businesses and managerial skills. In order to gain assistance from

DYBT, a business plan along with an application letter must be submitted.

The National Development Foundation of Dominic (NDFD) offers personal and

professional development training programmes to anyone interested. Individuals

are expected to pay for the programme.

2. THE ECONOMY OF SSG

At the national level, the major economic activities are services (56.3% of GDP),

industry (22.4% of GDP) and agriculture (21% of GDP). (CIA, The World Fact Book,

2012). Dominica’s economy is transitioning from a heavy dependence on mono-crop

agriculture to a more diversified base, comprising mainly of tourism and other

service related activities, along with a more diversified agricultural base.

Tourism is currently the leading economic sector contributing more than 20% to the

island’s Gross Domestic Product (GDP) and generating well in excess of EC$250

million in foreign exchange annually. The sector also accounts for more than 2,500

direct jobs and in excess of 3,000 jobs indirectly in areas such as transportation,

hotel and restaurant services, water sports activities and in several other areas of

tourism activities.

At the community level, fishing, retail services, tourism (food and beverage, water

sports), construction, and to a lesser extent agriculture, are the major economic

activities. 25 business establishments were identified within the parish of which

there were 13 food and beverage operations, 5 accommodation facilities, 2 dive

shops providing water sports activities (diving, snorkeling, kayaking), and 1 health

and wellness product (hot springs). The balance comprised a spattering of mini

grocery stores, dance halls, and roadside vendors.

80% of the businesses were operated by persons over 35 years old and 60 % were

owned by men.

Tourism Sector within SSG:

The major tourism products are marine tourism- diving, snorkeling, kayaking and

whale watching. The area harbours the best dive sites in the Caribbean. Other

tourism products are the Soufriere Sulphur Springs, the 2 segments of the

Waitukubuli National Trail, and the traditional fishing and fisheries resources that

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have not been developed and marketed. Cruise and stay-over visitors are important

to these products.

Soufriere Sulphur Springs

While there are no available statistics specific to this parish, information from user

fees collected at the Soufriere Sulphur Springs indicated that of the 11 sites with

user fees, it ranked fourth highest based on visitation from residents, and 8th in

terms of tourists. Total visitors including nationals over the last five years are as

follows:

Table 6: Total Visitors to Soufriere/ Sulphur Springs 2009-2013

TOTAL VISITORS TO SOUFRIERE/ SULPHUR SPRINGS

2009-2013

YEAR TOTAL VISITORS

2012-2013 7,161

2011-2012 8,769

2010- 2011 8,821

2009- 2010 10,469

2008-2009 6,475

In terms of income accruing from visits to the Sulphur Springs- average number of

paying visitors per year from 2008 to 2013 were 2,970 with average gross revenue of

$39,650 and net revenue of $37,667.00.

Discussions with the Forestry Division and the SSG village council indicated that

by July 01, 2014 there will be a formal handing over of the daily operations of the

Soufriere Sulphur Springs to the Village Council. Site and infrastructural

maintenance and development and security will still be managed by the Forestry

Division; the village council will be expected to market and manage the daily

operations and will receive 5% of the user fees collected. The present user fee

structure is U.S $5.00 for a daily pass and U.S $12.00 for a weekly pass. Future

plans for development by the Forestry Division include improvement of the water

supply to the Sulphur Springs, as well as possibly construction of a few “cold baths”.

This is expected to lead to increased marketing of the Sulphur Springs product, as

well as increased employment within the area.

The Waitukubuli National Trail Scott’s Head is one of the 2 major portals to the

Waitukubuli National Trail. As such, there are plans to establish an

interpretation/orientation centre in this area. There are two trails- Waitukubuli

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segment 1, (Scott’s Head to Sulphur Springs, Soufriere) and Waitukubuli segment 2

(Soufriere Estate to Bellevue Chopin).

Visitation to the Waitukubuli National Trail is managed by the WNT office.

Statistical data from the office indicate that the number of excursionists that have

hiked the trails for 2012-2014 is as follows:

Waitukubuli segment 1 (Scott's Head to Sulphur Springs Soufriere): 131

Waitukubuli segment 2 (Soufriere Estate to Bellevue Chopin): 305

Visitor arrivals at the national level for 2012 are as follows:

76,000 stay-over visitors to Dominica - There were 11,000 yacht visitors, 1500

excursionists and 275,000 cruise passengers.

The Accommodation Sector

Currently, the total room stock in SSG is approximately 28 rooms – 3% of the

1,067 room stock in Dominica (2012).

Table 7: Room Stock in SSG Dominica (2012)

HOMESTAYS ALONG

THE WNT

GUEST HOUSES/

APARTMENTS HOTELS

Rodney’s Wellness

Retreat, Carrod’s

Garden- Camp ground

with 6 double rooms

Nature island dive Petit Coulibri

The Sulphur Springs

Restaurant and

Apartments – 2 double

rooms

Ocean View

Apartments-

Windsor Villa, Scott’s

Head

1 double room

Gallette Seaside

Cottages

Water Sports

Diving is the major water sport activity followed by snorkelling, kayaking and

paddle boats. There are 2 water sport operators based in the parish- Fun Sun and

Nature Island Dive. Currently, both of these operations have scaled down activities

and Fun Sun no longer has an established office in the parish.

With respect to diving, the Water Sports Association indicated that 2500- 3000

divers visit Dominica annually. The major dive sites are located within the SSMR. 6

of the 7 local dive operators offer the dive sites within SSMR. Based on the

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popularity of the dive sites located there, it is estimated that at least 90% or 2,250-

2,700 divers use the dive sites in the SSMR.

Cruise Tourism

Cruise ship tourism is also a major contributor to the sector. 201 cruise ship calls to

Dominica are expected for the tourism season 2013-2014.

Whitchurch covers three tours in St. Mark:

1) South-Atlantic tour with a stop at St. Luke Primary School’s museum;

2) Bois Cotlette historical plantation tour managed by Jonathon Lehrer; and

3) The Waitukubuli National Trail. This was discontinued because of the

company’s inability to establish collaboration with local businesses providing

the services required for the successful development of the tour. The company

is currently searching for persons or organizations in the SSG area interested

in providing additional tours; however, minimum requirement for persons

interested is a bathroom facility in good condition (finding a good bathroom

facility has been an on-going problem).

Fun Sun offers the following:

Kayaking, snorkelling and village tours. They discontinued the tour of the isthmus

because of lack of maintenance of the trail and limited facilities for clients.

Stay-over tourism

Other major ground handlers like KHATTS, and Anchorage Tours do sight-seeing

tours of the villages of Soufriere and Scott’s Head.

Special Events

DIVEFEST is a major diving event that has been held in Dominica for the

past 20 years. It culminates in the traditional canoe and fishing boat races

held in Soufriere /Scotts Head. It provides opportunity for increased business

activity in the village.

Three year old Crab Fest held by the residents of Gallion;

Koné Konla event which was held monthly in the village of Scott's Head. This

event brought in large number of patrons from around Dominica for one night

of fun, music and food. The event was cancelled in 2006 due to security

issues.

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Fisheries Sector

Total number of fishers is 53 with 45 fishers in Scotts Head and 8 in

Soufriere;

Total number of fish vendors- 57; Fishers are also vendors.

Sixteen (16) fisher folk belong to the St. Mark’s Fisher Folk and Tourism

Co-operative.

Scott’s Head is one of the 4 major fish landing sites in Dominica. In 2010

the volume of fish landed at Scott’s Head was 34 tons (2011 census).

Scott’s Head is considered a major source of fish for vendors other than

their own local vendors.

Fishing Infrastructure – Scott’s Head

One (1) fuel station and ice facilities, locker rooms for the fishers and

FADs (fish aggregating devices);

Most of the fishers are registered with the Fisheries Division;

Major types of vessels include traditional dug- out canoes, open wooden

boats (keel boats) and fiberglass reinforced plastic (FRP) vessels.

The majority of fishermen use outboard engines for propulsion.

Fishing activity drops off sharply from May to June, with a rise in the month of

August.

Table 8: Associated Livelihoods- Persons providing a service that supports the

Fishing Industry

ASSOCIATED

LIVELIHOODS SOUFRIERE SCOTTS HEAD

Boat building and repairing 2 1

Gear building and repairing 1 4

Issues and recommendations affecting fisheries

Cost of fuel;

The need to improve fish quality through improved handling and post-

harvest activities;

The vulnerability of the fishing industry to natural disasters especially

hurricanes;

The absence of a social safety net for fishers; Overall fishers do not make

contributions to Social Security that would afford them some financial

17

support when they are no longer able to fish. Additionally, they do not

have any organized insurance scheme and as such, they are vulnerable.

Weak fishers’ cooperatives. Fishers do not support the local cooperative,

the St. Mark Fisheries Co-operative.

Need to increase fish consumption in Dominica to increase income from

fishing and to obtain larger and more efficient storage capacity; This

would also stabilize the glut on the market when supplies are plentiful;

Insufficient post harvesting processing, quality retention and value –

adding which could increase employment and income. E.g. smoked and

dried fish, filleted fish.

Absence of a reliable outlet for selling fish and lack of knowledge of the

local market needs;

Declining inshore fisheries and lack of the required fishing technologies to

enhance offshore resources;

The need to improve the design, installation and management of

sustainable FADS and to install additional FADS;

Agriculture and Land Use Within SSG:

The total number of active commercial farms within the parish is forty-

five (45).

Based on the premise that each farmer may have one person assisting, the

approximate number of farmers is 90. Most of the farmers are over the

age of fifty (50).

The communities were previously dominated with estate agriculture. L.

Rose & Company which virtually occupied all of the flat agricultural land

in Soufriere and Bois Cotlette Estate where the cultivation of lime

dominated;

During the period of dominance of the Estate, the primary crops

cultivated were mainly on marginal lands. With the closure of L. Rose

Estate in 1978, it brought about a major change in the land tenure system

resulting in individual holdings averaging five (5) acre plots.

The most important cash crops are plantain and bananas. Tree crops like

cocoa, cloves, nutmegs, avocadoes and mangoes are also widely cultivated

at commercial levels. Coconut plots are also present, but these are

remnants of the former estates.

Soufriere is relatively dry and provides the ideal conditions for livestock.

As a result, it is an important area for cattle, sheep and goats.

18

Due to the relative dryness, and the sandy nature of the soil, vegetable

cultivation is not an important agricultural crop in Soufriere.

3. THE BUSINESS ENVIRONMENT

A number of newly established enterprises, and existing businesses were granted

concession licenses at a national level. The accommodation sector was the largest

recipient of fiscal support at 35% and was also the sector with the majority of new

business establishments as follows:

Table 9: Number of Concessionary Licenses granted for new and current businesses

in 2012

MANUFACTURING AGRO-

PROCESSING ACCOMMODATIONS SERVICES

Stu

den

t

Ap

art

me

nts

Hote

ls &

Gu

est

Hou

se

Tou

rism

Rela

ted

Rest

au

ran

ts &

Bar

Serv

ices

(Oth

er)

New 6 0 3 7 3 2 7

Extension 1 1 0 1

TOTAL 7 0 4 7 3 2 8

(Source: Invest Dominica Authority Concessions Report January- December 2012)

Number of inward investments, foreign and domestic nationwide:

An overview of 2008-2009 includes prospective foreign direct investment within

Dominica as follows. The status of these projects has been confirmed by Invest

Dominica:

Woodford Hill Resort Development – 180 acres of land vested in a company

called Chrones of which Geest owns 71% and the Government of Dominica

owns 29% (Status : still in progress).

Castaways/Mero Development – 12 acres of land, to be utilized for the

construction of 180 rooms, consisting of 30 villas and 60 hotel suites with

necessary central facilities (Status: currently on pause).

19

Soufriere/Cachacrou – 19.4 acres of land for the development of 14 villa

boutique resorts, with club house and general facility building (Status:

currently on pause).

Petite Baie – 18.6 acres of land is ideal for the construction of 120 hotel rooms

in the north of the island. This land has already been purchased and designs

have already been drawn out (Status: still in progress).

Cabrits – 81 acres of land, including the Cabrits Swamp, along with 17 acres

at Prince Rupert Bay, and 64 acres between Prince Rupert Bay and Douglas

Bay on the northern side of the peninsula (Status: still in progress).(Source:

Invest Dominica Authority- Annual report 2008-2009).

Number of exporting companies in Dominica:

DEXIA (Dominica Export Import Agency) is the agency responsible for promoting

exports from Dominica. To date, there are about 60 exporters, 45 are considered

major exporters exporting on a weekly basis. The major export products are fruits

and vegetables including roots and tubers, soaps, and sand and stones. (Source: Dexia employee Ms. Aubrey)

Requirements for Establishment of a Business

To successfully establish a business in Dominica, the following process is required:

o Registration / incorporation of the business;

o Registration with the Inland Revenue Division;

o Submission of application to the Inland Revenue Division for a Value Added

Tax (VAT) registration number;

o Registration with the Dominica Social Security;

o Application of an Alien Landholding License (for non-nationals purchasing

land);

o Seeking building permission to build from the Physical Planning Division (if

applicable);

o Application for a work permit (all non-nationals);

o Seeking permission from other Government agencies (if applicable).

Incentives Available for Businesses

The Government of Dominica offers a number of fiscal incentives and other forms of

concession to develop projects in the manufacturing, agri-business, tourism, and

service sectors. The level and extent of concessions being granted depends on the

amount being invested, the export potential of the product, level of employment

generated and human resource capacity. (Source: Inland Revenue Division- A guide

to operating a small business in Dominica)

20

Incentives include:

o Incentives for Investment in manufacturing, agro-processing, ICT and other services (Fiscal Incentives Act, Chapter 84:51). If a company meets the

requirements for incentives, they’re allowed to import all building material,

equipment, machinery, spare parts, raw and packaging material used in the

production process, free of import duty and VAT.

o Incentives for Accommodation (Hotel aid act). Proponents of a hotel or guest

house over 5 rooms can access incentives through Investment Dominica. They

are eligible for import duty and VAT exemptions on all building materials,

hotel equipment, furniture, fixtures, fitting, and recreational equipment. (A

tax holiday for up to 20 years is available).

o Incentives for International Business Companies. Exemption from local

taxes, duties and other similar charges is granted for over 20 years.

o Value added tax exemptions (No. 4 of 2006). New companies which qualify

for the concessions under the Hotel aid act and fiscal incentives act are

allowed waiver of the payment of the VAT on import duties up to the

beginning of taxable activity.

o Alien landholding license regulation (act no. 17 of 1995.) If a non-national

purchases or leases land for development projects, they are exempt from the

Alien Landholding Regulations Act.

o Repatriation of Profit. Foreign nationals are allowed to repatriate all of their

earnings from Dominica.

o Double taxation relief. Dominica holds a tax treaty with Canada, US, Great

Britain, and CARICOM to avoid being double taxed on income earned in

Dominica.

In order to apply for the above mentioned, all new applications require one or more

of the following based on the specific business profile:

o Notice of approval of architectural plans from physical planning division

confirming permission to proceed with building a facility;

o Business registration/incorporation certificate;

o Land registration or a copy of property lease agreement;

o A business plan that supports financial projects;

o Work permit (if applicable).

There are specific requirements for the following sectors:

o Manufacturing: A letter indicating compliance with the Dominica Bureau of

Standards and the Environmental Health Unit.

o Hotels: Enterprise must consist of at least 5 bedrooms and must be in

compliance with the requirements for the Dominica Tourism Act no 19 of

2005;

o Restaurants, Spa etc.: Enterprise must be in compliance with the

requirements of the Dominica Tourism Act no. 19 2005, and a letter

21

indicating compliance with Dominica Bureau of Standard and the

Environmental Health Unit;

o Water Sports Activity: Enterprise must obtain a licence from the Fisheries

Division to undertake any water sports activity. (Source: Invest Dominica

Authority- A complete guide to investing in Dominica).

Existing Support Business Networks

The following is a list of existing support business networks:

National Development Foundation of Dominica Ltd serves to offer the public with

assistance via loans. Loans are provided for three major sectors (agricultural,

fishing, expansion of business.) However there are specific requirements for

accessing these loans based on the various sectors.

AID Bank (Dominica Agricultural Industrial & Development bank) covers a variety

of loans for fishing, agro-processing, land purchase and improvements and tourism

development.

Dominica Youth Business Trust (administered by the Youth Development Division)

serves as another avenue for assisting entrepreneurs in developing their businesses.

DYBT caters to business persons from the age of 18-35 and offers training program

geared at developing managerial skills within a business. In order to gain

assistance from DYBT, a business plan along with an application letter must be

submitted to DYBT. Financial assistance from DYBT is given through financial

institutions such as Credit unions, Aid Bank, and NDFD. Usually, a maximum

security of $20,000.00 is offered.

(Source: DYBT)

Small Business Support Unit (SBSU) of the Ministry of Employment, Trade,

Industry and Diaspora Affairs, is mandated to assist non-agricultural small

businesses through loan and grant financing.

Key areas of focus include:

Food services

Construction industry

Tourism & Related services

Handicraft, art & design

Cosmetology

Entertainment

Export trade

Agro industries

22

Dominica Association of Industry and Commerce is an organization of businesses

and companies geared toward developing and furthering the interests of local

companies and enterprises in Dominica.

Technical Assistance

A number of agencies and government institutions provide technical assistance in

specific sectors as follows:

Technical Assistance Provided to Fishers

A rebate on the consumption of gas - 0.50/gallon consumed is provided to

fishers at the end of every month.

Soft Loan Financing Initiatives -The GOCD initiated with support from the

friendly Governments provide a number of accessible loan financing schemes

at institutions such as the Agricultural, Industrial and Development, AID

Bank, National Development Foundation of Dominica, NDFD, Cooperative

Credit Unions and within the Ministry of Agriculture.

Additionally GOCD provides subsidies to the sector on various qualifying

forms of investments such as duty free concessions on engines up 150 hp.

Hurricane/Disaster Relief Support - The fisheries sector is very susceptible to

natural disaster. Government provides free equipment (E.g. engines and

boats, fishing gear and other equipment) to fishers who have suffered loss

from such disasters.

Technical Assistance Available to Farmers

An interview conducted with James Wallace, Technical Officer in the Ministry of

Agriculture and Forestry, indicated that grant funding and assistance were

available to farmers as follows:

Through WINCROP (Windward Islands Crop Insurance) by giving crop

compensations for farmers in need following natural disasters;

Direct support is also given through companies such as DNFTO (Dominica

National Fair-trade Organization) and DAPEX Dominica Agricultural

Producers and Exporters Ltd.

Subsidies on fertilizers are also given through companies like DEXIA

(Dominica Export Import Agency).

In addition, there are government-subsidized loans works through banks and

institutions such as AID (Dominica Agricultural Industrial & Development)

23

Bank, Credit Union, and NDFD (National Development Foundation of

Dominica) in order to assist farmers on the island.

Duty free concessions are given to farmers on farming equipment, materials

and farm vehicles.

Farmers are also given technical support from the Ministry, through

extension officers, to develop farm business proposals.

Technical Assistance Provided for Developing Community Tourism

The Ministry of Tourism, MoT, has established the “Dominica Community Tourism

Association, DCTA” as an umbrella body for all community tourism organizations.

The MoT has also prepared a Community Tourism Draft Action Plan and Draft

Management Agreement which will assist in ensuring greater focus on the overall

objective of sustainable community ecotourism in Dominica. They have also

developed a “community tourism website” which assists community groups in

marketing their products and services (www.communitytourism.dm).

4. HARD INFRASTRUCTURE

Infrastructure Assessment

The condition of the major access road linking the communities to the city is

good overall, but requires ongoing maintenance. Community roads and access

to important sites need to be developed and /or upgraded.

Land and Land development: Land availability in this area is limited.

Available land is privately owned while the other available land is under

Forestry

Availability of transportation from communities to major commercial centre

is good;

Telecommunications:

Fixed line and mobile services are available.

Availability of broadband internet services.

Utilities -Conditions and Costs:

Water- 90% of the population of St. Mark has pipe-borne water in their homes

DOWASCO (Dominica Water and Sewage Company Limited) has 44 water system

areas providing water to approximately 95% of Dominica. The Environmental

Health Department is responsible for monitoring the quality of water distributed to

24

consumers by DOWASCO. Disinfection of water is done by the addition of chlorine

to water.

Costs of water utility:

A deposit of $450 is required for all new customers (connection fees);

Usage of 0-1000 gallons costs a flat rate of $21.62 for domestic consumer and

36.57 for business consumers;

Every additional 1000 gallons costs $10.12 (for domestic consumers) and

$13.57 (for businesses);

Surrounding sewer charge = $20.30 and for business $45.00 or 40% of water

charges;

For unmetered customers with pipes:

1 pipe = $28.75

More than 1 pipe, (regardless of the number) = $48.30

DOMLEC (Dominica Electricity Services Limited) is the sole producer of electricity

on the island of Dominica. Within the SSG community DOMLEC had 857 customers

(2011) indicating that most households had electricity. The cost of new service with

DOMLEC with a post-paid account requires a $200 deposit fee. If the distance

exceeds 100ft, $0.50 must be paid for every foot of cable. Persons wanting to

generate their own electricity or to own and use a generator must seek permission

from the Government of Dominica to do so.

Except for electricity, the cost of utilities is comparable to other islands.

Dominica Solid Waste Management was established for the sole purpose of solid

waste management within the country of Dominica. Solid Waste has implemented a

few educational programs for the sake of educating the public on ways to keep the

environment clean. In addition to holding programs on the radio on the topic of the

“3 Rs” (reduce, reuse, and recycle), this company makes the effort to meet with

village councils on a regular basis as well as inform the public via a public address

system. In situations where villages or areas require extra assistance to clean up

the environment, they may write to Solid Waste, and if possible, solid waste will

provide transportation or pay diesel fees for vehicles involved in environmental

clean ups. By law, it is required that every small business, regardless of size, owns

at least 2 garbage bins (1990 Litter Act), therefore, Solid Waste feels no need to

donate bins to small businesses.

Solid Waste collections within the SSG area take place on Mondays and Thursdays

at 2:00pm.

25

For derelict vehicle collection within the Roseau area, a fee of $60.00 is charged,

while a fee of $100.00 is charged for vehicles outside of the Roseau area.

Telecommunications:

Internet services are available island wide

Broadband strength

Land and Land Development within SSG

The Fisheries Division (personal communication with Julian Defoe, Fisheries

officer) has indicated that there were plans to complete the locker room facility in

Soufriere, initiated in the early 90s. The Locker Room Project was expanded to

include an area for sale of arts and crafts to tourist. Recent discussions with the

Fisheries Division indicate that permission was not granted by the Physical

Planning Division to continue the project hence it has been put on hold indefinitely.

The proposed construction of a “14 villa boutique resorts, with club house and

general facility building” at Soufriere/Cachacrou on 19.4 acres of land is still

pending.

There is also a proposed “Wild Coast Route” outlined in the Dominica Tourism

Master Plan 2012 – 2022 which includes SSG. This entails the development of the

touring products - the designation of routes with signage, lay-byes for scenic

viewing, picnic sites, road map and touring brochure indicating points of interest,

describing local communities and local history. The routes would also act as a focus

for the establishment of small scale recreational facilities including viewpoints, car

parks and picnic areas, and for the development of local enterprises involved in the

sale of refreshments, and local arts and crafts, and in the promotion of touring and

guiding services. Five such routes are recommended island wide including

Soufriere, Scott’s Head as follows: “The following routes would constitute the

primary network- Roseau, Bellevue-Chopin, Soufriere, Scott’s Head, Grand Bay,

Carib Village, Roseau”.

Land and Land Development in Areas outside of SSG:

The Ministry of Agriculture and Forestry is currently working on a coffee plant in

Portsmouth as well as an abattoir in the Layou park area. This will obviously lead

to employment opportunities for more farmers and people interested in becoming

farmers. In addition, the abattoir is an incentive for increased poultry and pork

production on a larger scale in Dominica.

26

5. COMMUNITY/LOCALE/PARISH, NATIONAL, REGIONAL FACTORS

What neighbouring communities are doing in terms of their local economic

development:

The 2 communities nearest to SSG are Pointe Mitchel and Loubiere. The Pointe

Mitchel Community has an annual feast, La Salette on the 19th September. Like

SSG, they also boost their economy through a number of local bars and restaurants

that are frequented by persons looking for social activities. Loubiere does not have

long term community-based economic activities

The Mero community has an active community tourism programme spearheaded by

the community- based NGO, the Mero Enhancement Committee, MEC, registered

in 2006 to spearhead a European Union and Government of Dominica funded

community project. Under the programme, they received funding for infrastructural

support and training.

The 10 member committee consists of a president, vice president, secretary,

treasurer, assistant secretary /treasurer and a public relations officer.

The MEC has developed its community tourism based predominantly on its beach

and beach attractions, facilities, amenities and services. As such, Mero’s brand of

tourism is primarily beach and cruise tourism. The Mero Enhancement Committee

has beach facilities consisting of vending units/stalls, change room, a performance

stage and mooring buoys for yachts and 3 gazebos as well as beach chairs, tables

and other facilities which it provides to visitors for a fee.

The MEC employs 6 persons full-time and 3 persons part-time including 3 food and

beverage personnel, 2 life guards and a beach attendant. In addition, it is engaged

in local philanthropic activities, providing scholarships to local students and

making annual contributions to local causes.

Some of the major national tour operators offer organized tour services to Mero,

developing packages for their clients and offering the beach experience. Apart from

the obvious opportunities for swimming and sun-bathing on the beach, these cruise

passengers rent chairs from the various service providers, purchase local food and

beverage and purchase a small amount of local craft and other items.

The Committee organizes “week-end beach lime” and other entertainment packages

on long week-ends and on public holidays, and caters mainly to nationals/locals.

This segment of the market is extremely important since the cruise sector in

Dominica is seasonal with little or no activities from May until October.

27

Most of the persons employed at these establishments come from the community,

ensuring that much of the tourism expenditure is retained by the community.

They have also accessed grant funds from BNTF (Basic Needs Trust Fund) financed

by the World Bank. Approximately $200,000.00 XCD as well as through the “OECS

Climate Change Adaptation Programme, CCAP funded by USAID (Source:

Josephine Dublin Prince, president of Mero enhancement community).

The Wotton Waven Community has a brand of mineral waters and there are an

estimated 5 facilities offering sulphur baths, the largest of which is Screw’s. There

was no information available from Screw’s but based on the local popularity of the

mineral baths most of these operations are profitable.

Overseas Development Assistance/Donor Projects

There are a number of agencies that offer development assistance to the various

sectors as follows:

o BNTF

o Japanese Small Grant Grass root Projects

o Australia Aid

o German Small Grant Scheme

o European Union

o CIDA Small Grants Scheme

o GEF Small Grants (UNDP)

o US AID

o UNESCO

28

6. SWOT ANALYSIS

STRENGTHS OPPORTUNITIES

Rich historical and Cultural assets

(Crab fest, Dive fest, Koné Kola) &

Historical sites.

Build confidence & strengthen

partnerships with financial

institutions.

Availability of Natural Resources

(Sulphur springs, best dive sites,

National trail)

Develop and establish special

events to enhance the tourism

product (Koné Konla, dive fest,

sports fishing, crab fest,).

Rich fisheries resources and an

important fish landing site

To develop and build capacity for

community tourism

Proximity and access to the capital

city

To clean up and develop beaches in

Soufriere Bay and Scotts Head

Land availability (including lime

cultivation).

Establish a visitor centre through

Waitikubuli trail program.

Soil is rich & highly suitable for

farming.

Develop linkages between fishing,

agriculture and tourism.

Major services of electricity, water

and internet available

Construction of a jetty from

resources provided under (i.e.

disaster preparedness funding

programme).

Good roads access. Employment generation from

improved development of tourism,

agriculture and fishing

Numerous MSMEs (possibility for

clustering).

Possibilities for market expansion

(e.g. increased demand for supply

to local market, neighbouring

islands etc).

Possibilities for new business agro-

related (e.g. crab-breeding, fish

processing, etc.)

Possibilities for new and diverse

MSMEs (e.g. internet café,

pharmacy, hardware stores,

plumbing/electrical/carpentry

services).

Access to credit

29

WEAKNESSES THREATS

Lack of product development. Natural disasters and climate

change (Coral bleaching).

Lack of partnership co-operation

between the agencies.

Fishing is seasonal (need

alternative income sources).

Lack of security & inadequate

lighting.

High cost of petrol

Pollution of beaches and marine

environment

Praedial Larceny

Lack of skilled persons. Pollution from solid and liquid

waste

Lack of improved fishing

technology and facilities

Poor road access.

No access to available land. Increasing VAT.

Lack of interest in Agriculture. High energy cost.

Lack of incentives from

government (e.g. financial aid).

Natural disasters and climate

change (Coral bleaching).

B. COMPETITIVE AND COOPERATION ANALYSIS

There are a number of entities that have developed hot water baths utilizing hot

mineral water specifically in the Trafalgar and Wotton Waven areas. One facility in

Trafalgar attracted 714 users of its hot springs over a period of 8 months with an

average of 89 persons per month or 22 persons per week; an average monthly

revenue of

E.C$ 1335.00.

Another facility at Wotton Waven indicated that they attracted on average 15

persons/day or 5475 persons /month. With a user fee of E.C $10.00, the gross

revenue generated was $54750/month.

The reduced arrivals to the Soufriere Sulphur Springs could be as a result of these

new baths opening up in Wotton Waven. However, interviews with some users of

the Sulphur Springs indicated that maintenance and the state of the main pool was

a “turn off” to visitors.

However, with increased marketing and product development, the Sulphur Springs

could attract a larger number of visitors and thus increase gross income.

One local entrepreneur from the community has developed a small industry selling

face masks using the mud from the Soufriere Sulphur Springs. He was reluctant to

give a monetary value to his business but indicated that he is doing “fairly well”.

30

Dominica has established a health and wellness association, the “Dominica, Spa,

Health and Wellness Association (DSHWA)” the objective of which is to develop

standards and products for the sector as well as training, marketing and promotion

of the sector. As such the hot water and mineral springs in Soufriere is an integral

part of the product. There are possibilities for development of products like mud

baths, and other beauty products and treatments form this resource.

As such, SSG is part of the Health and wellness product that is being developed and

promoted and will benefit with respect to the establishment of standards and the

necessary training that will be required to develop and maintain these standards.

The combination of health products, beach tourism, healthy foods and the marine

product- diving, snorkeling, whale watching, recreational bathing , traditional

fishing and sports fishing gives this community an advantage in terms of product

development and branding to create a competitive product.

IV. LED STRATEGIC PLAN

A. VISION

The three communities of SSG organized and empowered to optimize all

assets in each sector and to develop authentic tourism offerings so as to

enhance sustainable livelihoods and to improve the quality of life for all.

B. GOALS

Goal Link to Local Economic Assessments

1.To improve the

infrastructure of the

communities so as to

enhance the tourism

potential

Strength- utilities and main access road are developed;

2.Increase

opportunities for

employment

generation

Strength: Has major sites for development of marine

and terrestrial tourism. Forth largest fish landing site.

Large number of SSME’s;

Opportunities: proximity to the capital city and major

cruise ship berth;

To develop alternative access through construction of a

jetty;

31

Goal Link to Local Economic Assessments

3. To build capacity

to improve the

workforce and meet

current demands and

emerging

opportunities

Strength- has a relatively young workforce and

entrepreneurs;

Individuals have invested in their business and are

eager to succeed;

Weaknesses- inadequately trained work force;

4. To reduce solid and

liquid waste pollution

Weakness: High level of pollution of terrestrial and

marine environment;

Inadequate garbage collection system;

5. To develop

effective community

partnerships,

cooperation and

communication

Strength- well developed system of local government

through the establishment of village councils;

Weakness- Capacity of the village council is weak as a

result of lack of finance and inadequate staffing;

Weak collaboration and communication between and

among various stakeholders;

C. OBJECTIVES

To improve infrastructure essential to the short- term and long- term

economic growth of the community

To increase employment by 20 % by year 3 through improved product

development, training, and marketing

To develop agri-fishing industry to add value to current agriculture and

fishing industry by 2017

To train 60 % of target groups by the end of Year 1, as a first stage to

certification.

To reduce solid and liquid waste pollution by 90% in 2016

To strengthen the leadership and institutional arrangements necessary

for the implementation of the LED strategy by year 1

To ensure effective representation from the 3 (SSG) communities in all

programs and projects

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D. PROGRAMMES

1. Assess and prepare a data-base on areas requiring improved infrastructure

and prepare cost estimate and institutional responsibility

- Identify and evaluate critical access roads to communities and areas of

attraction that require upgrading and prepare a cost estimate;

- Identify areas requiring street lighting to improve security;

- Identify key areas and sites for provision of public facilities for visitors-

wash rooms/change rooms etc.

2. Develop alternative access to the communities by sea to safeguard the

communities from the potential impact of earthquakes, and to add value to

the tourism product;

3. Develop the 3 tourism sites/ products-Actual Product development of selected

sites to bring the attraction to the level at which it can be marketed.

For Soufriere Sulphur Springs

Establish a management committee to devise a management and operational

plan of the facility within 2 months of commencement of project;

- Review of the business plan;

- Review and finalization of the contract with Forestry Division;

- Provide relevant training for management staff and employees within 6

months of commencement of the project;

For selection of other sites

- Undertake an inventory of the SSG community to identify and evaluate

the tourism potential of other sites; this will include sites visits, listing

and description of the assets of these sites, land use and ownership,

existing facilities and amenities.

- Identify short and long term projects and assess them through a rating

process based on market demand- value to the tourist, value to the

community and competitive advantage;

- Selection of sites and preparation of site development plans;

- Develop a description of priority projects to include projected costs

(Construction, operation and maintenance) employment and

infrastructure needs to assist the community to proceed with the projects

based on the analysis;

33

On a short term basis, tourism site selection will be based on product

differentiation, demand, level of development required and accessibility. On a long

term basis, level of development will not be a major criterion. To date, there have

been initiatives from the Forestry Division to hand over the Sulphur Springs

located in Soufriere, to the Village Council.

The current arrangements with respect to the Sulphur Springs include 5% of the

user fees collected and management of guest services including the existing bar/

restaurant facilities. The Forestry Division will be responsible for site and

infrastructural maintenance and development and security. However prior to

undertaking management responsibility for the site, the village council should

evaluate the natural and infrastructural resources and existing amenities, review

of the current business plan to reflect a more realistic financial plan and

management framework within the context of community tourism and use this a

basis for negotiating the contract with Forestry to ensure a more equitable

distribution of income from user fees based on a realistic cost estimate and

potential services to be provided by the community.

Another site identified for development is the Scott’s Head Isthmus Trail. There is

current demand for this trail from cruise ship ground handlers who complain of the

need for upgrading and maintenance of this site.

The Community has also identified the development of berthing facilities for yachts.

The issue of yacht development has not been encouraged by the Fisheries Division

because of its potential impact on the Soufriere, Scott’s Head Marine Reserve,

SSMR, and the dive sites. As such, the basis of such development will require an

environmental impact assessment with respect to the SSMR. However, it is

important to undertake an inventory of the community assets of the SSG

communities to identify marketable tourism sites and to determine the

requirements for development of these sites.

As such a number of activities emanating from this are as follows:

4. Conduct value chain analysis and market research of SSG fishing sector

Evaluation of:

- Transportation

- Harvesting

- Processing

- Distribution

- Incentives for fishermen

34

5. Organize community activities to optimize added value to SSG catch

- Collaborate with the Fisheries Division and the Fisheries Cooperatives to

improve fish handling practices- sanitation of boats, retrofitting boats

with ice boxes and provision of trolleys for fish transportation;

- Establish and or strengthen a management committee to resuscitate “

Koné Konla” and to improve “crab fest” to make them profitable and

experiential by 2015

6. Undertake feasibility study to determine the potential for

expansion/establishment of agro-processing (Mango juice, gooseberry,

coconut, sulphur by-products

7. Diversify to high-value farming (part of national policy) by 2019

8. Undertake a capability assessment of the various key institutions and

stakeholders within the first 6 months of programme implementation so as to

identify the capacity needs of key stakeholders to address employment

demand, gaps, business improvement & expansion requirements (local

council, youth, fishers, MSMEs, retail, hospitality, management and

leadership.)

- To develop the most appropriate program for capacity building

opportunities (including group dynamics, team-building) leading to

certification of key groups of workers;

- Target a program aimed at strengthening the leadership and coordination

ability of key stakeholder groups and institutions involved in development

projects within the communities;

- Target programmes aimed at assisting the workforce to develop approved

standards relevant to the sectors;

- Develop programs and incentives for more active youth involvement in

LED (e.g. Sports fests, events)

9. Educate and raise community awareness to sensitize and empower the

communities to effectively participate in the various activities and

programmes taking place within their communities-

Issues of community tourism, solid waste management, potential training

programmes, site development and upgrading;

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10. Initiate a waste management program that will illustrate that SSG is leading

a community-based model of solid waste management;

11. Develop an effective communications and public awareness strategy for the

village council to enhance communication and coordination between and

among institutions stakeholders and the community;

E. PROJECTS

Priority projects

1. Implement a management plan and structure of the Sulphur Spring within

the first 4 months of the commencement of the project.

The following should be undertaken:

Establish a management committee

Evaluation of the natural and infrastructural resources and existing

amenities;

Review of the business plan to reflect a more realistic financial plan and

management framework within the context of community tourism;

Review and finalize the contract with Forestry to ensure a more equitable

distribution of income from user fees based on potential services to be

provided by the community.

Provide relevant training for management staff and employees within 6

months of commencement of the project.

2. By the end of year 1, undertake an inventory of areas of attraction within the

community and select 2 other sites based on market demand- value to the

tourist, value to the community and competitive advantage.

- Develop a product development strategy and business plan for the sites;

- Develop a marketing strategy for the sites;

- Implement site development based on product development plan;

- Establish management structure and implement marketing strategy;

3. Commission an assessment of existing infrastructure and preparation of a

data-base on areas requiring improved infrastructure by year 1

Upgrade critical access roads to the communities-( critical)

Upgrade access roads to existing major areas of attraction- short to long

term

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Install street lights in critical areas to improve security (critical)

Construct or create accessibility of public facilities for visitors (critical)

- Evaluate the possibility of upgrading and using existing facilities e.g.

the Caribantic”

- Construction of facilities

Work with the WNT on the proposed construction of a visitor centre at

Scotts Head- (medium to long term)

Work with relevant government departments and the Office of Disaster

Management to undertake a feasibility study as a basis for the

construction of the jetty- (Medium to long term)

4. Access technical assistance within year 1 to work with established or new

management committees to optimize added value to SSG catch at the

community level

Within the first six months of project initiation, establish and/or

strengthen a management committee with key representatives to

evaluate past activities and programmes and to develop new programmes

to improve “Crab Fest” and to develop and re-introduce “Koné Konla

(Priority)

Improve fish quality through collaboration with the Fisheries Division

and the St. Mark’s Fisheries Cooperative to provide training on post-

harvest handling of fish to fishers and to obtain technical assistance to

fishermen to assist them in accessing fiscal incentives to retrofit their

boats to accommodate ice boxes.

5. Undertake a feasibility study for fish processing – smoked fish industry/

slicing/ vacuum packing – Medium to long term.

- Collaborate with the Fisheries Division to undertake a feasibility study

and to implement small scale trial programmes by 2016

- Prepare project proposal to access funding for the study by 2015

- Initiate a small scale smoked fishing project within the community by

2016. (This could be one of the products for sale at Koné Konla).

6. Provide training and technical assistance to the various sectors to strengthen

their ability to expand and develop their businesses within 2 years - the

accommodation sector, food and beverage, retailers, health and wellness, tour

guides, divers and dive instructors

- Implement training programmes based on training needs assessment;

- Contract a business consultant to work with MSME to assist them in

accessing incentives and developing industry standards.

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7. Initiate dialogue with Dominica Solid Waste Management Authority within 6

months to discuss an improved solid waste management program for SSG to

include the establishment of an organic waste recycling programme for

revenue generation- (priority)

- Implement an improved solid waste management system by year 2 based

on recommendations;

- Collaborate with the CATS project on an approach to manage sewerage

and grey water disposal into the Alum stream. (priority)

To list/ identify the derelict buildings/ vehicle wrecks etc within SSG and

devise a plan of action for clean-up, utilization and improved aesthetics-

(Priority)

To undertake beach cleaning, restoration and beautification (short -medium

term)

8. Contract a public awareness specialist to develop a community

communication strategy and public awareness programme for the village

council by Year 1.

- Proposed measures for strengthening communication between the village

council and the communities and among the three communities and the

NGO organizations

- Programmes for engaging stakeholders in development programmes in

the communities

- Proposed public awareness programme to support development projects in

the in the communities.

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REFERENCES “2011 Population and Housing Census.” Preliminary Results. Ministry of Finance; Central Statistical Office,

Dominica. September 2011

“A complete guide to investing in Dominica.” Ministry of Employment, Trade, Industry & Diaspora Affairs;

Invest Dominica Authority, Dominica.

“Agriculture and the AID Bank.” Retrieved May 2014 from Dominica Agricultural Industrial & Development

Bank. Web site:

http://www.aidbank.com/about_us/agriculture-and-the-aid-bank.php

“Application for concessions for Manufacturing/Processing operations.” Ministry of Employment, Trade,

Industry & Diaspora Affairs; Invest Dominica Authority Concessions Report January- December 2012,

Dominica.

“Basic Fisherman Training Course B.F.T.C.” Ministry of Environment, Natural Resources, Physical Planning &

Fisheries; Fisheries Division. 2011

“Business Support.” Retrieved May 2014 from National Development Foundation of Dominica. Web site:

http://www.ndfd.dm/pagesupport.html

“Cruise Ship Schedule 2013/2014.” Whitchurch Tours Agency, Dominica. 2014

“Dominica Association of Industry and Commerce.” Retrieved May 2014 from Dominica Association of Industry

and Commerce. Web site: http://www.chamber-commerce.net/dir/1584/Dominica-Association-of-Industry-and-

Commerce-in-Roseau

“Government and Investors Partnering Together Towards a Common Goal.” Concessions Report January –

December 2012. Ministry of Employment, Trade, Industry & Diaspora Affairs; Invest Dominica Authority,

Dominica.

“Guide to operating a small business in Dominica.” Ministry of Finance; Inland Revenue Division, Dominica.

“Overview of the skills training policies and programmes in the Education system and bottle necks to implementation.” Ministry of Education and Human Resource Development, Dominica.

“Programmes (DYBT).” Retrieved May 2014 from Dominica Youth Development Division. Web site:

http://youthdivision.gov.dm/index.php?option=com_content&view=category&id=1&Itemid=2

“Supporting Small Business.” Ministry of Employment, Trade, Industry & Diaspora Affairs, Dominica.

“Table 1. School Enrolment by level and parish 2011/2012.” Ministry of Education and Human Resource

Development, Dominica.

“Table 54: Commercial Aircrafts movements analyzed by amount of mail & cargo set down & picked up.” Ministry of Finance; Central Statistical Office: Annual Tourism & Total Aircrafts movements bulletins,

Dominica.

“Training Programs.” Retrieved May 2014 from National Development Foundation of Dominica. Web site:

http://www.ndfd.dm/pagetraining.html

Turning a good business idea into a success.” Ministry of Employment, Trade, Industry & Diaspora Affairs;

Employment and Small Business Support Agency, Dominica.

39

ATTACHMENT I - LIST OF PERSONS INTERVIEWED

Aubrey, C. Dominica Export Import Agency (DEXIA): Information officer. Personal

Interview, May 2014.

Charles. Ministry of Agriculture & Forestry, Dominica: Forestry Division officer. Personal

interview, May 2014.

Dublin Prince, Josephine. Mero Enhancement Team Project: President. Personal interview,

May 2014

Durand. Dominica Water & Sewage Company Ltd; Customer Care Representative. Personal

interview, May 2014.

Francois, Merlinda. “Re: Segment 1 and 2 of Waitukubuli National Trail.” Email interview,

09 May 2014.

Gibbons, Naomi. Dominica Electricity Services Ltd; Customer Care Representative.

Personal interview, May 2014.

Guiste. Whitchurch Tours Agency, Dominica: Information officer. Personal interview, May

2014

Jacobs, J. Dominica Solid Waste Management Corporation; Public Relations Officer.

Personal interview, May 2014.

Magloire, Andrew. Ministry of Environment, Natural Resources, Physical Planning &

Fisheries; Fisheries Division: Chief Fisheries Officer. Personal interview, May 2014

Monelle, Shayan. Ministry of Employment, Trade, Industry & Diaspora Affairs; Invest

Dominica Authority, Dominica. Invest Dominica Authority; Investor Services Officer.

Personal interview, May 2014.

Secretary. Ministry of Employment, Trade, Industry & Diaspora Affairs; Employment and

Small Business Support Agency, Dominica. Personal interview, May 2014

Shillingford, Trevor. Ministry of Culture, Youth & Sports; Sports Division: Sports

Coordinator.

40

40

ATTACHMENT II – ATTENDANCE LIST FOR COMMUNITY MEETINGS AND LED STRATEGIC WORKSHOP

NAME ORGANIZATION INITIAL

MEETING COMMUNITY MEETINGS

STRATEGIC PLANNING

WORKSHOP

LED CORE TEAM

MEMBERS

LEDPAC TEAM

MEMBERS

Oscar Etienne SSG Village Council ✓ ✓

Heston Charles SSG Village Council ✓ ✓

Higgs Adams SSG Village Council ✓ ✓

Jullan Defoe Fisheries Division ✓ ✓

Kathy Roberts Local Government ✓

✓

Vincienne George Dominica Association of Local Authorities

✓

Kathrine Fontaine Local Government ✓ ✓

Francisca Birmingham Sweet Treats by Glorine ✓ ✓

Delia Martins D’s Nature View ✓ ✓

Simon Walsh Dominica Water Sports Association

✓

Dr. Vivian Moise Dive Dominica ✓

Olu Obonyo St. Mark’s Fisher-folk Cooperative

✓

Bevin Lewis Rodney’s Wellness Retreat

✓

Conrad Caesar Roger’s Bar

✓

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