2+8 A Way Forward to Tourism Recovery

2+8

April 2021

A WAY FORWARD TO TOURISM RECOVERY

K I C KSTA RT IN G TH E M A LTESE ECO N O MI C EN GIN E: TOU R ISM

The pandemic has proven correct, many who have emphasised the importance of tourism for the Maltese economy. The latest Eurostat statistics show that Malta had drastic reductions in shop sales since demand has decreased all over the island. Hotels have little to no room bookings, and even restaurants have been having much fewer customers, even when they were allowed to open their doors for the public. Demand for local produce, processed foods, and the need for services offered by many Maltese companies has declined.

Getting the economy back on track will not be an easy feat, and tourists will not go back to their old ways in an instant. A number of them will initially prefer to holiday within the borders of their own countries, reasoning that such choice would be the least risky. Internal tourism will reign for a while following the pandemic. Nonetheless, we must encourage the usual British, French, Italian, Germans and other Europeans who were frequent visitors of our islands before the pandemic to reconsider their holidaying options and choose Malta again. This can be done with smart strategising.

As a Party, we are fully aware of the challenges that the country is currently facing, both when it comes to current circumstances for the hospitality 3

sector and the difficulty in attracting foreign visitors to the Islands.

Following a thorough consultation with many sector stakeholders, we have developed policy proposals using their aspirations and needs as a basis for the document. These proposals aim to address the current obstacles by managing every aspect involved in re-igniting Malta’s tourism sector. I encourage you to go over these proposals, which vary from ones regarding the strengthening of tourists’ experiences in our country to those relating to the country’s marketing as an attractive and safe destination.

The basis of these policies hinges on three main principles. The first regards the long-term vision which meanwhile, also addresses the short term needs. This is why we are launching the 2+8 Plan with measures aiming to attract one million tourists a year, starting from the first year of recovery, two million in the second year and as from the following third year, the country would aim to host as many tourists as before the pandemic.

The second principle revolves around industry ‘empowerment’ to autonomously attract the right customers. It is indisputable that Maltese hoteliers and agencies have experience that spans many generations.

They know the tricks of the trade required to attract tourists deliver quality experiences and can restrict an unprecedented initiative that aims to reimburse Maltese operators’ marketing expenses directed at attracting increased tourism to the country.

The third principle rests on our elementary belief that policies should provide full support to the industry and its stakeholders. Many contributors, including restaurants, hotels and all places of entertainment, have invested their capital in attracting tourism to the country. Now is the time to return the favour and come to their assistance during these testing times. This is why we are proposing a system of flexibility for tax payments, to be spread over several years. These contributors must focus their efforts on bouncing back without taxation worries as long as we return to normality.

Apart from pushing for local investment, the local tourism industry also requires a strategic plan for attracting new source markets and tourists from other regions. We have identified no less than five regions from which there are no direct air connections to and from Malta, and it is paramount that we work to decrease such obstacles for foreigners.

We must shift our focus towards marketing the country’s unique characteristics when compared with our competitors. Malta’s history, landscape and citizens are exclusive and one-of-a-kind, which is why our message abroad should be based on these values.

This reinvigoration of tourism in Malta should also serve as an opportunity to reconsider the country’s objectives as a tourism destination. Over the years, many issues inherent to the tourism industry have been discussed, 4

including authorised hotel beds regulations and the importance of attracting niche tourism with visitors spending more nights on the islands resulting in more local spending. Now is the time to address these challenges by adopting a holistic approach to implementing the concrete measures we propose before the holiday season commences.

We believe that following these unprecedented times, through a strategy that values the country’s uniqueness and identity, Malta’s tourism industry could thrive. An approach that empowers the industry by focusing on niche tourism as necessitated by our stakeholders will kickstart this vital sector in our country, all whilst keeping continuous monitoring of the pandemic at the forefront of all decisions.

Dr Bernard Grech Leader of the Nationalist Party and Leader of the Opposition

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2+ 8 PL A N FO R TOU R ISM

It has been more than a year now of Covid-19 pandemic waves, but the Nationalist Party has been showing its commitment to Maltese families and businesses throughout this roughest of times, launching rafts of proposals for various sectors, of which health, of course, but also many others.

Tourism is the livelihood of thousands of our families, directly and indirectly, and we are giving this sector particular attention. While caution and care for our health is of the essence, we need to make sure that we are fully prepared to offer a safe destination at the right moment, welcoming responsible, vaccinated or tested visitors to start recovering in this crucial sector.

Certainly, we face keen competition. The Mediterranean is replete with tourist destinations, but we do have our own unique offer that we need to improve and promote. We must ensure that we present Malta in the best possible light in source countries to boost prospective tourists’ confidence in choosing our islands for their holidays.

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It is incumbent on the Nationalist Party, as an alternative government, to update and present its vision for a post-COVID Maltese tourism sector that can flourish. We are presenting a comprehensive set of short-term and longer-term proposals designed to give a fresh perspective to this sector over the next decade. It needs a holistic approach, an overarching plan involving all related aspects, like links in a chain. Our proposals encompass financial stimulus, incentives and a way to get all parties involved for a sustainable renewal of this sector, flourishing both at the peak of summer and through the rest of the year.

We are calling our plan a ‘2+8 plan’: first, a two-year stimulus to quickly get the industry out of its current crisis, and then an eight-year plan to give it direction for a future in which it can thrive.

We are putting the interests and livelihoods of our families at the forefront through wide involvement. We cannot leave anyone to their own devices; participation and collaboration are key. Our proposals aim to harness the many skills we already have in order to reboot this sector, in full respect of health measures, so that we don’t only recover to our 2019 levels but, even better, create the vision for a renewed tourism sector for the next 10 years.

Clearly, this is a living document which is a point of departure for wide discussion and consultation with all stakeholders in order to enhance these proposals. In soliciting your input, ideas and collaboration, the Nationalist Party is raring to go: it’s not just recovery we are aiming for, but a truly renewed vision for tourism in the 2020s.

Robert Arrigo Deputy Leader for Party Affairs and Shadow Minister for Tourism

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MARKETING Safety Image Niche Markets Co-Marketing Target Audience Experience Marketing CONNECTIVITY Source Countries Routes Air Malta Ferries ACCOMMODATION & CATERING Hotels Hostels Serviced Apartments Camping Restaurants INFRASTRUCTURE / ENVIRONMENT Trekking / Walking Transport M.T.A. Marine Conservation Areas Human Resources URBAN PLANNING Gozo South of Malta 8

ATTRACTIONS & ACTIVITIES Museums & Digitalization Interactivity Guides Self-Drive NGO’s EVENTS International Tournaments Agricultural Food Music & Arts

That tourism forms part of our life and feeds up to 50% of the Maltese population on a wide level is a given. If anyone doubted this, the events over the last year have definitely confirmed this.

That tourism has nearly been eradicated by Covid is also a given.

This document, as fluid and generic as possible, will identify the way forward for the fastest possible route to recovery.

There needs to be a strategic plan called 2+8: a 2 year way out of the current crisis the industry is in, and a further 8 year plan on where to take the industry this decade.

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MARKETING

SA F E D E STIN ATION IM AGE • International 3rd Party Certification of Malta as a Safe Travel Destination.

• Hard Marketing of Malta’s Vaccination Progress in the Source Markets.

• Two-tiered campaign showcasing the safety concept (Covid Compliant sticker, Regulations & Measures): • 1 campaign aimed locally as to the importance to respect regulations and maintain standards – high numbers would mean tourists choosing other destinations which means slower recovery and unavoidable closures of operations with no chance of reopening.

• 1 campaign to the source markets showcasing the measures, protocols and standards the destination is adhering to in detail.

• Free Tourist Testing Hubs (2 in Malta & in 1 in Gozo).

• Hospitality Industry to be vaccinated by 1st June 2021 and targeting full vaccination of population before the peak Summer months of July and August.

• All arrivals to be allowed in upon proof of vaccination or negative PCR 72hrs before travel. Rapid testing for all arrivals.

• Implement the Green Certificate system as proposed

by EU commission (Card and app-based system) with data accessible by Airport, service providers to verify vaccination and/or COVID negative test result.

• Allow for a bubble concept for Closed Group Travel which allows Group Travellers coming to Malta together on same transport, in same hotel and same tours and meals package to be able to travel together as a bubble.

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N EW N ICH E M A R KETS

• Rethink which markets to attract and ensure one has the corresponding product available for such markets and where necessary make available the tools to create the required product in terms of service, infrastructure and facilities.

• Geographical / Emerging: • Eastern Europe/Balkan / Eastern Mediterranean • Gulf Cooperation Council area • Target Clientele: • Niche Sports • Tournaments • Gender Niches • Experience Travel • Gastronomy • Attract former long-haul clients (Special Interest Travel).

• Marketing certain regions as short break destinations (e.g.

Valletta & Grand Harbour area).

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CO - M A R KETIN G

• Nationwide International Marketing Campaign with all stakeholders (hotels/DMC’s/Schools and activity providers communicate under same Campaign Slogan).

• Government to support campaign with funding.

• Sponsored Events & Tournaments.

• Airline, Online Travel Agents and Foreign Tour Operator Support.

• Free Museum/attraction tickets with a minimium stay or in off peak months.

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TA R G ET AU DIEN CE

• Adapt communication to younger audience.

• In Travel a “one size fits all” approach does not work: Showcase product possibilities for various targets on the respective channel (i.e. target audience with “sniper” approach rather than higher widespread audience spend).

• Digitalise communication and offerings.

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EXPE R I E NCE M A R KETIN G

• Make Travellers the Marketeer.

• Show people how to experience destination and generate user generated content.

• Create “Instagrammable” sites/experiences to encourage the organic sharing and promotion of destination Malta.

• Influencer support.

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CONNECTIVITY • Regain all lost airline carriers, routes and frequencies.

• Incentives to be offered to guarantee routes and frequencies.

• Cooperation of all stakeholders.

P OT E N T I A L N EW SOU R CE A IR PORTS

• Encatchment Area Study 150km radius.

• Activating and re-activating airports that currently have no connectivity to Malta: GERMANY Leipzig area – 2.5 million inhabitants, Cargo Hub Stuttgart area – 5 million inhabitants, Eurowings hub FRANCE Lille area – 1.5 million inhabitants, proximity to Belgium FINLAND Helsinki Area - 1.5 million inhabitants, proximity to Estonia (2 hour ferry connection)

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R O UTE PL A N N IN G

• Flexible Strategy with combined short and long term planning: • short term (based on seasonality of operations) – Identify and exploit routes where no other service is available and demand is possible (no travel restrictions).

• long term – key routes like London, Frankfurt, Paris • Communication between MIA, MTA and tour-operators as well as local stakeholders once new routes are set up to ensure efficacy of such new routes and entice higher seat uptake.

• Airline incentive of €10 per seat based on a 3-year agreement with a minimum frequency of 2 flights per week for Summer Season and an incentive of €20 per seat based on a 3-year agreement with a minimum frequency of 2 flights per week for Winter Season: • 2021: Target of at least 2 million seats to achieve at least 1million tourist arrivals • 2022: Target of 80% of total seats available in 2019 • 2023: Target of 100% of total seats available in 2019

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A IR M A LTA

• Concentrate on core route planning on profitable routes.

• Adapt flexi model to supply routes where demand temporarily increases – see catchment area study, potential new source airports.

• Support to ensure Air Malta remains key player.

• Revisit commercial terms and conditions to reflect current realities and market expectations both in terms of price and booking conditions (deposits, cancellation terms etc).

F ER R IES

• Adapt offerings to allow foreign coaches, cars, camper vans etc to bring clients over (e.g. Sicily – Malta combi trip).

• Seek Sea Connectivity from: • Northern Italy (e.g. Genova, Livorno) • Southern Italy (e.g. Naples area) • Greece (Opening up of a ferry route to Piraeus as a gateway to the eastern Mediterranean) 24

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ACCOMMODATION & CATERING

ACCOM M ODATION & CATER IN G

• Introduce legal requirement to display license number on all descriptions and sales channels (including online booking engines). This would allow for easier monitoring and enforcement of non-licensed entities by Authorities that would bring a level playing field.

• Set up of a classification and quality control team within the MTA for the monitoring and the maintaining of standards. Enforcement department to be divided into areas of expertise and license groups.

• Encourage Banks to not look at tourism as high risk in a post pandemic scenario.

• All taxes due for 2021 to be paid over a 5 year period (2022-2027).

• Incentivize foreign direct marketing by licensed entities to market their product (and by default the destination) by way of a one-time grant of up to €25,000 per year for 2021 and 2022 to be used on foreign marketing campaigns.

• Incentivizing the repurposing of public or private properties (especially in dilapidated parts of the island) for the purpose of establishing the necessary infrastructure to service certain niches and create new market opportunities.

• Green and environmental upgrades to be VAT free.

• Tax Credit Benefits to Landlords who would waive rent due by tenants operating in Tourism.

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HOTELS

• Granting new licensing and subsidies to projects that match target clientele (e.g. 3*/4* club concept hotel, family/singles/adults only hotels) • Setting a limit on hotel permits per category to ensure: • an equitable mix of each category so that oversupply of beds can be addressed; • address undersupply of type of properties to reach specific markets (whether on type of hotel, pricing, services etc); and • have enough product that can cater for the various target market segments.

• Create incentive schemes for the upgrading, repurposing and renovating of properties to target for specific niches or the launching of new hotel concepts.

• New and updated classification and standards criteria modelled on comparable destinations with relevance of criteria in determining standards to change with the times and expectations of the consumer (standards reviewed every 3-5 years to ensure relevance).

• Hotels to have a requirement for a minimum percentage of their footprint with Green Space whether in form of gardens and landscaping or in the case urban areas via vertical gardens (as is being proposed for households).

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H OSTELS

• “Live like a local” concept (Classical Buildings are also suited to become hostels and not just Boutique Hotels): • encourage hostels in diverse localities to repurpose abandoned and dilapidated classical buildings subject to original features of the building are maintained • focusing the Hostel experience within historic buildings as an added value of character and value of experience • This allows for a respect of the village core identity in terms of aesthetics as well as the traveler going for such properties who with an environment that respects the locality’s ambience and character

S E R VI C E D A PA RTM EN TS / VILL A S • Regulation and classification to create standards and rating system.

• Licensing (capping of licences per area).

• Increase Villa / Farmhouse concept in Malta which can attract high spend individuals as well as families.

• Extend the “Live like a Local” concept as described for Hostels to Villas and Farmhouses with the added dimension of Agri-Tourism when it comes to farmhouses in specific areas.

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CA M PIN G

• Creation of organized camping sites with amenities (showers, toilets, cooking facilities, electricity & water).

• Mix of tents and pre-built accommodation (from standard camping to glamping as well as designated, camper van bays ).

• Seasonal targeting with presence in specific marketing and fairs overseas that have camping travel segments (e.g. Dutch market).

• Meeting facilities (enclosed or open air) which would allow for the camping site to be an alternative and different venue for activities typically done indoors such as English language classes, religious meetings, team building, off peak groups).

• Eco Concept: Make camping sites green and involve tourists in the process via activities involving “planting their own trees and local fauna”, learning on the building of traditional rubble walls, pathways and the like.

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R E STAU R A N TS & BA R S

• Tax Schemes (reduce VAT to 7% like accommodation).

• Themed Dining trails combining culture and food.

• Revise the current Licensing system for catering establishments.

• Enhance presence in International Guides – replicate the Michelin Guide initiative to San Pellegrino Top 50, Zagat and other platforms both for Dining and Bars.

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INFRASTRUCTURE

The Product Malta & Gozo needs to continue to be upgraded with various initiatives: • proposal of Country wide free WIFI access • upgrade of cleaning programs with emphasis on regular street cleaning and washing, more available bins (duly sectioned for recycling purposes), rubbish bring in sites, re-visit overall domestic and commercial rubbish collection times and routes using Internet of Things to be notified when bins are full and need emptying/replacing/ cleaning and using the data to analyses which area may need more frequent cleaning and address accordingly • beefing up the cleansing department with dedicated teams with a regular cleaning based on a roster and increased personnel (with the possibility of liasing with NGOs already doing such activities) for: • country roads, fields, nature parks and trails, rubble walls maintenance, beaches etc • marine with divers who would perform more frequent sea clean ups of bays, diving sites and marine conservation areas • nationwide Traffic Planning by organising slots to address traffic congestions via Data Analysis to determine peaks on specific routes by specific trades/traffic and finding a workable way forward to address congestion beyond the widening of roads.

• construction works in Tourism Zones to be coordinated to reduce disruption • incentive schemes to support digitalization of the tourism trade 40

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T R E K K I N G / WA LKIN G / BIKIN G

• Picnic, Mobile Restrooms, Litter management on routes and paths are implemented.

• Creation of National Trail along Victoria lines and inclusion in European Trail map.

• Create an App to indicate public accessible lands, explanation of flora & fauna and create an immersive experience.

• Offroad Bicycle tracks.

T R A N SPORT • Closed Circuit transport & attraction concept with a one stop all access “Experience Malta” Pass: • 1 Pass gives access to Tal-Linja, ferries, attractions • Further upgrade of road network, also non arterial roads.

• Incentivise use of electrical vehicles fleet for the self-drive & airport transfer vehicles and Increase e-charging points throughout the islands.

• Assistance to upgrade Tourist Coaches to match European expectations.

• Transport Malta licences to be suspended for 18 months for coaches, open top buses, boats, taxis replicating the suspension of licenses by MTA. 42

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• Allow ride-sharing to all taxi operators.

• Long term planning for Monorail Introduction.

• Increase Park & Ride facilities in densely populated touristic areas to remove vehicle congestion and create more pedestrian zones.

• Use Data Analytics to establish demand patterns, traffic flows and adapt flexible approach to establish way forward to address point to point travel and traffic impact.

MA LTA TO UR ISM AUTH OR ITY • Audit all hospitality establishments with dedicated teams for the respective categories.

• Revamp of Accommodation classification system (upgrade quality).

• Expand visibility & bookability to local stakeholders, (attractions by theme, guides, hotels, transport) with a dedicated online platform for inbound tourism.

• Introduction of Tourism Rangers who can support tourists and enforcement.

• Assist local organisations to promote micro-attractions within localities.

• Freeze high spend branding exercises (such as Manchester United deal) and concentrate funds on more targeted activities.

• Launch MBTD (Malta Board for Tourism Development) which would include all commercial stakeholders.

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DIVIN G

• The main driver for Recreational Diving are Wrecks and Experience Diving (artificial reefs, statutes and other) which is highly competitive with other destinations. One needs to prioritize the scuttling of Hepheastus Wreck (Qala Point) and P33 (South of Malta) and address red tape (last wreck was over 10 years ago).

• Address the lack of marine life which is the main negative comment by visiting Divers (Marine Reserve).

• Invest in the infrastructure needed to improve the quality of experience of the diver with designated places within dive sites specifically for the visiting divers (from simple ladder access and signage to proper security and parking).

• Promote Malta as the top destination for technical diving: • Supporting the work of the Underwater Cultural Heritage Unit in the handling and conservation of historical valuable wrecks: • marketing of the various wrecks and their cultural importance by inviting world class technical divers to visit and promote these sites • Joint educational campaign with the unit and MTA to the diving community and public about these wrecks (with virtual showcasing of the sites and information of such wrecks for general public) • Introduction of specific fees per wreck and a block ticket concept to be able to dive on a number of these sites in a sustainable manner 46

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M A R I N E R ESER VES

• Address the lack of marine life (which is the main negative comment by visiting divers) with the creation of Marine Reserves to increase pockets of marine life within 3 to 5 years.

• Enforcement with CCTV cameras (coordinated with TM) Legal frameworks with park rangers fine for breaches of law.

• Educational campaign on the benefits of marine reserves based on studies to show how an increased fish stock can address the marine life which divers seek as well as aid in the fish stock for local fishermen.

• Active Promotion of such areas on the same lines of the Blue Flag Beach promotion.

• Create self-sufficient system with fees for visiting divers, sustainable mooring, fishing permits in an area outside the reserve .

• Gozo & Malta areas to be identified with authorities, diving & marine operators, Marine Conservation Societies, Fishermen and Fishing lobby and other related stakeholders: • Pilot project: Cirkewwa to Qammiegħ Point • 2nd phase: Comino • 3rd phase: Gozo: Dwejra, Reqqa Point to San Dimitri Point, Wreck sites, Xatt l –ahmar to Mgarr ix Xini

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H U M A N CA PITA L • Building up a Succession of youths in the Hospitality Industry: • Schools – weekly brief on tourism within their curriculum • I.T.S. – enhance courses to cover all aspects of tourism sector and short part-time courses to also help develop current tourism workforce • MCAST – focus on technical & digital areas of tourism • University of Malta – adapt curriculum to be more practical • Co-learning apprentice scheme where tourism companies take on students as fixed ongoing apprentices leading to their eventual full time employment.

• Start-up support • dedicated programme for under 25s to support start-ups in the hospitality sector • Training • offer foreign & local workers new to the industry a free introductory course to Malta and Hospitality before taking up employment in the industry • basic knowledge of Malta & attractions • creating ambassadors for the islands • Process work permits faster • Introduce a Tourism Operator License (or Tourism Warrants) which is to be renewed annually with: • minimum required amount of 40 certified hours per calendar year in courses designed for the maintaining, improving and development of skills with refresher courses every 2 years.

• courses organised by ITS, MCAST, University of Malta as well as private school and training centres 49

E N G L I SH L A N GUAGE TOU R ISM

• Introduce ELT Operator License as an MTA license. ELT would be included within the participation of the newly formed MBTB. • Special VISA waiver program for non EU students coming for Language Courses in Malta.

• Student Scholarship Fund of €50 per week for every student choosing to come to Malta for Language Courses of at least 12 weeks from September 2021 to June 2022 capped at €600 per student.

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I N CO MI N G AGEN TS , DM Cs, M ICE

• Provision of any Tourism services and supply of goods and services to a tourism entity to be charged at a reduced rate of VAT of 7%.

• Review and adopt VAT interpretation of MICE services to be considered a complex product and not simply a tourist service.

• Incentivize foreign direct marketing by licensed Tourism Entities to market their product (and by default the destination) by way of a one-time grant of up to €25,000 per year for 2021 and 2022 to be used on foreign marketing campaigns.

• €50 per pax contribution to the local operator for every package sold for Special Interest Travel to Malta (thus targeting niche travel) based on 2 criteria: • packages are sold in advance and must include presold activities (cultural, sports, gastronomic, musical, educational) of a value of at least €150 per person and include Gozo in their intinerary • the tourist is in Malta for a minimum stay of 7 nights

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OTH E R I N R A ST RU CTU R E PR OPOSA LS

• Setup of PPP to restore & maintain all remaining fortifications on the islands wtih sites open for public daily and adequate CCTV monitoring to curb vandalism.

• Sea & Sand • increase available sandy beaches (Sand Replenishment Initiative) • maintain and supply adequate facilities (showers, access for wheelchairs etc) • keep large percentage of beaches accessible to general public • sea inlets “off the beaten track” to be maintained in environmental friendly manner and access granted with pre-defined maximum carrying capacity • encourage creation of family oriented beach clubs/ Lido’s as well as branded beach clubs and Lidos • Assist historical places, local crafts and artisan sites in operation and promotion.

• Comino: holistic approach going away from “just” Blue Lagoon.

• Creation, promotion & maintenance of rural paths giving access to the other parts of Comino.

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ATTRACTIONS & ACTIVITIES The next generation tourist will want an enhanced quality holiday experience. We must have a competitive edge over Mediterranean destinations.

N GOs

• NGOs are the ones that have a direct impact into the upkeep and promotion of non-mainstream attractions & Cultural Heritage: • • • •

Wirt Artna Din L-Art Ħelwa Ramblers Malta Tourism Society

• Organisations addressing littering, clean ups and promoting the planting of trees, seabed and seashore clean ups.

M U SE U M S & DIGITA LIZATION

• Upgrade digital offerings for sites and museums (ticketing, combinability of tickets with other stakeholders).

• Guiding concept in museums as premium service and offering specialist guides for specific sites.

• Align opening hours to tourist exigencies – encourage evening opening in peak periods (applies to all attractions, including churches).

• Use data analytics to establish visiting patterns, consumer preference and adapt accordingly.

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I N T ER ACTIVITY

• Create family slots where a dedicated family friendly experience can be offered (heritage sites, tours, attractions) - “Meet and Speak with Historical characters”: like Gladiators in Rome, one would have Knights in Valletta, Noblemen in Mdina and other historical figures.

• Re-thinking and re-defining the musems/attractions experience to a more become immersive and interactive for the visitor (similar to experience at Esplora and the ideas of Muzew.X).

• Free tablet rental for attraction visitors to guide them around the artefacts and create social moments (experience marketing).

• Specialised self explore trails supported by Mobile Apps (flora & fauna, gardens, wildlife, Din l’Art Ħelwa sites).

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G U IDES • Enforcement on unlicensed guides.

• Specialisation of guides by locality.

• Online guiding courses to help attract new generation of guides based on modules – the completion of a module would translate into a license to guide in the module completed.

• Tours with fixed starting points themed by category (e.g. family tour, cultural tour).

• Creation of open booths in tourism areas offering information & guiding services.

• Grant to support guides to acquire an audio system to guide groups.

• Make available training in more languages for guides.

• Exemption of licence fees and taxes for 2 years .

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S E LF DR IVE

• Creation of pre-defined programmes for self drive (combining Gozo and Malta).

• Promote specific areas in the South of Malta to better distribute visitors across the island.

• Rental Car operators: • all brand new vehicles to be delivered in 2021 to be exempt from registration tax • reduction of road license for 2 years • supply of parking spaces for additional stock of vehicles • allow VAT claims on leasing models to support rental operators • self-drive fleets to be 100% electric by 2025

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URBAN PLANNING

U R B A N PL A N N IN G

• Regenerating Urban Areas • The creation of quality Commercial Shopping and Entertainment experiences – with an emphasis on Paceville, Bugibba and St. Pauls Bay Area • Allow a business mix to attract visitor’s daytime and night-time.

• Encourage the concept of adaptive reuse, which focuses on repurposing old spaces into new types of accommodation, catering establishments, artisan shops, touristic attractions.

• Quality rural experiences (village cores) with focus on artisanal, agri-tourism.

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CO N S I ST E N CY & SU STA IN A BILITY

• Homogenous building standards to respect the cityscape, landscape and character of the localities and country emulating the likes of cities like Paris, Rome and other historical cities which protect the integrity of its building heritage and controlling the aesthetic and combining this also with standards of practice in the likes of the Greek Islands on uniformity of facades, colours and maintenance (see the whitewashing concept of the Greek Islands).

• Increased protection of buildings to prevent the distortion of the look and feel of a street, town.

• National aesthetic standards to come up with criteria and minimal standards that require to be followed to have a project get approved. A Planning Authority Permit cannot be issued without first passing the test of the National aesthetic standards.

• The Board will be composed of experts in each category: • • • •

Architecture Environmental conservation Cultural Heritage 2 representatives of local community living in area of project that is being built.

• Impose obligations for green solutions as a prerequisite, rather than green solutions being a plus point to have it should be seen as the starting point of the project (e.g car parks for touristic sites with charging points, landscaping and the addition of trees).

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GOZO • Accessibility (Tunnel, Heliport, Ferries) - the addition of a fast ferry service to Gozo from Baħar ic-Cagħaq (apart from Valletta)with parking facilities provided.

• Hospitality employee training & certification scheme • Co-ordinated transport service (Airport>Gozo>Airport) to facilitate travel for tourists (align timetables of land sea transport).

• Gozo Channel to renew fleet to an eco-hybrid fleet and increase frequencies.

• Defer all licensing, N.I., and VAT fees for 2 years.

• M.T.A. to allocate lump sum to Destination Gozo for Marketing.

• Destination Gozo to attract a younger client profile with new products in the adventure, activity & sports sector.

• “Green Gozo” scheme – Waste Management, upgrading of infrastructure & establishments to become more ecofriendly.

SO UTH OF M A LTA • Creation of Accommodation Infrastructure Plan.

• Scuttling of wrecks in full compliance in the South for furthering Diving Niche (P33 wreck).

• Study setup of sports facilities in the south: • 2nd golf course study • multi-purpose events hall which can cater for diverse events from sports, conferences, concerts, exhibitions etc • swimming / Rugby / Hockey / Tennis and any other sport that can be scaled into a touristic product (in the form of specialised groups) and a yearly event (in terms of tournaments and competitions) 66

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EVENTS

EVEN TS

• Widening the Events Portfolio within MTA to attract more and diverse segments from music to sports to cultural events.

• Achieving a calendar of regular yearly events (large or small) designed with the main purpose of attracting a steady stream of tourists whose purpose of visit may be such an event (and extend their stay to experience Malta) and/or enhance the experience who is visiting irrespective of the event.

• Investing in a multi-purpose complex that can facilitate the hosting a diversity of events and by default becoming an attraction (e.g., O2 Arena in London).

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I N T E R N AT I O N A L TOU R N A M EN TS

• Intensify efforts to attract international niche tournaments (individual and team sports, darts, scrabble, bridge, e-sports) through Government endorsements in terms of sponsorships and attractive prizes for winners to create.

• Main drivers for funding would be: • target off peak season for the hosting of the events • a targeted minimum of foreign participants that would travel to Malta for such tournament • minimum 3 year commitment for the organisation of the event on a yearly basis • the showcasing of destination Malta in marketing campaigns to have participants extend their stay beyond the event dates

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AG RICU LTU R A L

• Open Farm days.

• Themed event weekends (fruits and veg in season), “Farm to Fork” concept.

• “Plant a tree” in touristic areas – participation scheme aimed at tourists, purchase package to plant + personalised plaque on tree (entice repeat tourism).

FOOD

• Creation of International food festival – inviting foreign celebrity chefs, TV programs, to mingle with local chefs and create dishes together.

• “Farm to Fork” concept combining agriculture and cooking experience.

• Gastro tours – circuit visiting various places of interest whilst tasting local food.

• Create a Made in Malta DOK label for foods and drinks.

• Developing on the Existing Farmers Market Concept to create an enclosed Food Market modelled on Borough Market (London) and La Boqueria (Barcelona) with a focus on local produce. The food market would have a mix of produce sellers as well as eateries using the produce of the market. Focus would be on the local, sustainable and seasonal.

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MU SIC & A RTS

• Licensing street artists to revive public areas.

• Music festival calender.

• Art installations in public spaces.

• Local crafts festival.

• Village feasts & events.

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