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A STRATEGY FOR SUSTAINABLE DEVELOPMENT OF TOURISM IN THE LAKSHADWEEP ISLANDS ,INDIA.

A STRATEGY FOR SUSTAINABLE DEVELOPMENT OF TOURISM IN THE LAKSHADWEEP ISLANDS ,INDIA.

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Published by rpmeena_12
Author, Ram Prasad meena, a Union Territory Civil Service-1995 batch officer,Ministry of Home Affairs sponsored by Government of India for Master in Development Management(MDM) at Asian Institute of Management(AIM), Manila. This report is a part of MDM course under guidance of two internationally renowed experts faculties of AIM. The Research Report is a doable strategy for sustainable development with inclusive
growth by using local resources without affecting eco-fragile Coral Islands and sensitive social fabric of society of Union Territory of Lakshadweep, India.
Author, Ram Prasad meena, a Union Territory Civil Service-1995 batch officer,Ministry of Home Affairs sponsored by Government of India for Master in Development Management(MDM) at Asian Institute of Management(AIM), Manila. This report is a part of MDM course under guidance of two internationally renowed experts faculties of AIM. The Research Report is a doable strategy for sustainable development with inclusive
growth by using local resources without affecting eco-fragile Coral Islands and sensitive social fabric of society of Union Territory of Lakshadweep, India.

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Published by: rpmeena_12 on Jul 10, 2009
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04/01/2013

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A 7-S analysis highlights the areas that might limit the effectiveness and cause the

internal misalignment of the DOT. “Nonetheless, the 7-S framework, when used as a tool by

leaders and consultants to understand the strength and weaknesses of organization, can offer

powerful insights to guide management,”47

Here the tourism organization is the Department of

Administration of the Union Territory, Lakshadweep. The objective of government is to carry

out the development of the area in order to improve the quality of life of the people. In this

particular case, government wants to promote the tourism industry vigorously, through the

development of tourism activities via associating the people of Lakshadweep. Through the

territory’s sustainable development, the people can make the economy self-reliant.

The strengths and weaknesses inferred from the performance analysis of the DOT are

discussed in following sub-sections.

5.5.1 Strengths

1. Bangaram Island Resort is a successful model for the development of tourism in

uninhabited islands and for the opening of international tourist spots that meet international

standards. Other resorts and huts in various islands with water sports facilities have

established their reputation, among them resorts that are presently on lease to different tour

47

Harvard Business School (9-497-045), ‘Organizational Alignment: The 7-S Model’ , Rev. November 19, 1996.

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operators. The Tourism Department’s efforts to promote eco-friendly tourism were

appreciated at the international tourism bourse in Berlin, Germany. Water sports and PADI

training courses, are available in various islands like Kadmat, Kalpeni Minicoy,and

Bangarm, along with the distinct skills of the native employees. The Star Cruise Line

operations constitute a recent achievement. Package tours have been successful.

2. Financial assistance from the Government of India for the development of Lakshadweep

along with a subsidy component strengthens the resource base of DOT. Total proposed

outlay per the XIth Plan is Rs7539.897 million for the development of tourism in

Lakshadweep.

3. SPORTS have gained experience, knowledge and skills through tourism-related impact

activities, in conducting awareness programmes on the importance of preserving

biodiversity, and in organizing training programmes for water sports personnel as per

sections 1 & 20 of the Society Registration Act 1860. SPORTS can provide valuable

support to the DOT in protecting the ecosystem for the sustainable development of tourism.

4. The DOT works under the Administrator of UT of Lakshadweep, who is appointed by the

President of India as a constitutional head with the power to frame rules for the affairs of

the Lakshadweep Administration, within the guidelines set by the Government of India. It

provides flexibility compared to other states/UTs and minimizes delays in functioning.

5. The experience of using eco-friendly thatched roofs for cottages and solar energy, the

acquisition of high-speed vessels/boats and the plan to acquire ships and a helicopter are

worthwhile moves.

6. The national government’s approval of expansion to uninhabited islands and the proposal

of DOT to expand to other inhabited islands provide scope for the future development of

tourism in the Lakshadweep.

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5.5.2 Weaknesses

1. The DOT is headed by an ex-officio director under an ex-officio secretary, who is also

charged with other responsibilities. Its role is confined to the implementation of plan

schemes and to expediting budget allocations from the Government of India. As explained

in Annex 9, the DOT could not meet the physical targets. The budgetary financial

allocation had increased from the proposed plan layout of Rs501.55 million to Rs1062.88

million under the Tenth Plan.

2. The DOT lacks professionalism. Tourism officers and water sports instructors are deputed

to work with SPORTS, and even the Director, the Secretary and the Administrator are with

the Board of Directors, performing dual functions for the sake of tourism. Top management

has experience and competency, but lacks professional support from middle and lower

management.

3. The DOT invests funds as per the Government of India’s financial rules. Hence, it is

accountable for adequate revenue generation and increased employment opportunities for

the native of Lakshadweep. But the DOT leased developed structures to SPORTS, which

further leased these to private tour operators who are gaining in real terms from these

resorts, paying as they are lease rates fixed ten years earlier under garb of court litigation.

Return on investment is very low for the DOT due to the modus operandi of SPORTS.

4. The DOT’s budgetary expenditure allocation for the Xth Plan (2002-2007) was Rs1062.88

million, whereas income of DOT from rent and lease is Rs9.09 million per annum

approximately. Performance is measured in terms of budget utilization, instead of rate of

return on investment.

5. SPORTS is a society registered under the Society Registration Act of 1860 and cannot be a

business organization as per provision of said act. This gives an opportunity to the lessee to

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exploit legal weakness in the court of law because society is also a lessee, not the owner;

and per mandate of said act SPORTS is not a business organization.

6. The DOT has transferred its resources and manpower to SPORTS, and does not have a

separate building for its office. Linkage with the environment and the marine agency is not

clear.

7. Six heads of departments of the Lakshadweep Administration under the Chairman are

members of the board of directors of SPORTS. The management of SPORTS is unable to

meet frequently because the Board of Directors, Chairman, Secretary and General Manager

look after the other functions of their respective departments, while the work of SPORTS is

managed by Deputy General Managers and lower level managers are unable to manage

tourism in a business-like manner and could not muster the much-needed impact of job

creation for the local people. A mechanism does not exist to ensure the people’s

participation either.

8. Corruption and malpractices cannot be checked in the functioning of SPORTS because it is

a separate non-government legal entity, being a society of some kind. Hence, it lacks

accountability.

9. The DOT lacks corporate governance and culture, just like the other states/UTs Tourism

Development Corporation created by their respective governments.

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