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FAA provides aviation careers to people with disabilities

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The Federal Aviation Administration (FAA) today announced a pilot program to help prepare people with disabilities for careers in air traffic operations.

A key focus for the FAA’s Office of Civil Rights is to identify specific opportunities for people with targeted disabilities, empower them and facilitate their entry into a more diverse and inclusive workforce.

The FAA will enroll up to 20 people in the Aviation Development Program. They will train for up to one year at 10 Air Route Traffic Control Centers throughout the U.S. The following facilities will participate in the pilot: Minneapolis, Minn., Cleveland, Ohio, Boston, Mass., Denver, Colo., Fort Worth, Texas, Jacksonville, Fla., Seattle, Wash., Memphis, Tenn., Kansas City, Kan., and Salt Lake City, Utah.

The candidates in this program will receive the same rigorous consideration in terms of aptitude, medical and security qualifications as those individuals considered for a standard public opening for air traffic controller jobs. The training will prepare them for an opportunity to be appointed to a temporary air traffic control specialist position at the FAA Academy.

Candidates for the Aviation Development Program must meet the following criteria:

• United States citizenship
• The qualification for Schedule A Direct Hiring Authority (PDF)
• Meet Office of Personnel Management ATC qualification standards
• Pass Air Traffic Skills Assessment (AT-SA) Aptitude test
• No more than 30 years of age
• Pass a medical/security review
• Be proficient in English
• Education and/or work experience:
– three years of progressively responsible work experience or,
– a bachelor’s degree or
– a combination of post-secondary education and work experience that totals three years.

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Ethiopia, Rwanda and Uganda: Top 10 improved world travel destinations

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Three Eastern African nations have emerged among the top ten fastest-growing destinations for tourism in the world.

The 2019 annual report compiled by the World Travel and Tourism Council (WTTC) shows that Ethiopia is the fastest-growing travel destination in the world with Rwanda in sixth place and Uganda holding a twelfth position on the list.

Ethiopia’s tourism sector grew by a staggering 48.6 percent in 2018, making up 9.4 percent of the economy and creating 2.2 million jobs. Over 8 percent of Ethiopia’s total workforce now works in tourism.

Rwanda also saw growth rates of 13.8 percent and Uganda 11.3 percent, with all 3 showing the pull of East Africa both in terms of its wildlife, history, and beaches, the Nation Media Group reported from Nairobi.

Kenya also saw a big growth in 2018  at 5.6 percent  which had created 1.46 million jobs and made up 8.8 percent of the total annual economy.

Kenya stands as the leading tourist hub in Eastern Africa, taking an advantage of its rich wildlife, historical sites, and beaches on the Indian Ocean coast and improved tourist services, mostly hotels and air transport facilities.

In its annual analysis quantifying the global economic and employment impact of travel and tourism in 185 countries and 25 regions, the World Travel and Tourism Council’s research reveals that the sector accounted for 10.4 percent of global GDP and 319 million jobs, or 10 percent of total employment in 2018.

It adds that travel and tourism’s growth in 2019 is expected “to remain resilient” despite a slowing global economy.

“Our forecasts point to a 3.6 percent expansion for travel and tourism, faster than an expected global economy growth of 2.9 percent in 2019,” the report says.

It adds that one in 5 of all new jobs were created by travel and tourism over the past 5 years showing the growing importance of the sector to the global economy.

Travel and tourism GDP grew by 5.6 percent in 2018, significantly above the African economic growth rate of 3.2 percent.

This places Africa as the second fastest-growing region in 2018, behind only Asia-Pacific.

Such growth is partly explained by North Africa’s rebound from security crises as well as the development and implementation of policies that stimulate travel promotion.

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U.S. Travel applauds introduction of JOLT Act

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Have you heard of the JOLT Act? JOLT stands for Jobs Originated through Launching Travel.

The Executive Vice President of Public Affairs and Policy for the U.S. Travel Association, Tori Barnes  issued a statement on the introduction of the Jobs Originated through Launching Travel (JOLT) Act of 2019:

“International inbound travel is central to America’s job growth: in 2018, international travel spending directly supported 1.2 million American jobs and $33.4 billion in wages. The JOLT Act will do just as its name implies—provide a ‘jolt’ to the American economy and workforce with critical enhancements to inbound travel, including measures to increase both the security and efficiency of the U.S. visa process.

“The Visa Waiver Program—which the bill would re-designate as the Secure Travel Partnership—is one of the most important tools for increasing secure travel to the United States. Renaming the program will more precisely reflect its value as a national security instrument, and other provisions in the legislation will further strengthen the program while facilitating the arrival of qualified international visitors who bolster America’s economy.

“U.S. Travel applauds Representatives Quigley and Rice for recognizing the role that secure, robust international inbound visitation plays in America’s economic and jobs growth, and we are eager to work with Congress to advance this important bill.”

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TableVision: A virtual reality training solution for waitstaff on cruises

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Pixvana, a virtual reality solutions provider, today announced that it has partnered with Seabourn, to create and launch “TableVision”, a virtual reality training solution for waitstaff.  The new interactive VR training video enables new Seabourn employees to master the massive, 105 tables, 12 serving station, dining room in a fraction of the time – without internet or access to the actual room.

“A major hurdle to staff training is the fact that the ship is almost always in full operation, with the dining room perpetually occupied with either customers or the cleaning crew,” said Rocky Sudlesky, the Seabourn Fleet Learning and Development Lead Specialist. “Finding a window of time to manually train new employees was both cumbersome and inefficient.  Instead, we turned to the pros at Pixvana who handled everything from creative design to post-production and headset implementation.  The end result is a completely tailored training experience that not only saves Seabourn Learning and Development time and money, but also provides staff with a more engaging, efficient, and accessible opportunity to learn.”

Pixvana utilized SPIN Studio, its proprietary VR-native platform,  to design and create the project in entirety.  After analyzing the environment and drafting an optimized day-of plan, the team executed a fast, 4 hour on-set shoot – creating 26 scenes connected by 90 hyperports.  Over 300 assets were then applied in a post production period – including branded, togglable graphic labels over the tables.  The highly engaging experience simulates the psychological experience of wandering through the dining room with interactive tools that enhance training recall.

Pivana also provided access to its proprietary VR Casting feature, giving Seabourn Learning and Development the ability to conduct VR training sessions even when ‘offline’.  Using VR Casting, TableVision can be securely transmitted and downloaded to any Oculus Go headset in the highest resolution, ready to be accessed at any moment and from any point around the globe.

“Pixvana is the only VR company in the world that offers clients access to both an award-winning creative services team and the power of a proprietary VR-native platform,” said Rachel Lanham, Chief Operating Officer of Pixvana.  “By creating tailored VR training experiences that leverage the VR superpowers – presence, empathy and immersion – we can maximize workforce engagement and retention.  We believe there’s huge potential for immersive learning in the corporate world and Seabourn’s dedication to unparalleled service puts them at the forefront of innovative training in the cruise industry.”

Upon complete roll out of TableVision across each of Seabourn’s custom dining rooms, Pixvana will work to complete more training experiences for Seabourn Learning and Development, helping them develop an overall strategy to integrate VR into their investments in training innovation and improve results.

Virtual Reality and Enterprise Training: Seabourn Case Study from Pixvana on Vimeo.

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Reimagining tourism for the future

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In the last decade or so, tourism has positioned itself as a critical variable in the development planning space and the development discourse globally. Today businesses, governments, international organizations as well as NGOs have established, or are establishing programs, initiatives and programs to facilitate tourism for development. Academic institutions have also been introducing, organizing or reorganizing ‘tourism’ as an important element of their curriculum. The University of the West Indies is no exception. Through its many courses, centers and institutes, the UWI has been preparing our Caribbean nationals for the expanding opportunities and benefits being presented by the growth of the tourism sector. But we have much more to do.

Tourism and Development

According to the UNTWO, WTTC, CTO, PATA and several other regional and global institutions, tourism has been recognized as that force, which accelerates human development, social and economic inclusiveness, increased entrepreneurship and self-employment, the generation of decent work, environmental sustainability and also support regional integration.

Indeed, the contribution of tourism to both national and regional development continues to be enormous and I dare say unmatched. Firstly, tourism is linked to the notion of a sustainable economy in several ways. The economic indicators show that Caribbean is the most-tourism dependent in the world, tourism is the main economic sector in 16 out of 28 Caribbean states and the total contribution of tourism to employment in the Caribbean is estimated at 2.4 million jobs according to the World Travel and Tourism Annual Report for 2018. In Jamaica tourism employs one in every four persons.

Beyond direct employment tourism and hospitality there are vast indirect opportunities for supplying inputs to tourism enterprises catering to the visitor experience in areas such as accommodations, food and beverage, cultural and creative arts, entertainment and recreation, agriculture, manufacturing, banking and finance and foreign exchange.

Tourism is also linked to the preservation of heritage and culture through the concept of experiential tourism. Most tourists travel to have authentic experiences that require that they partake in activities and consume and acquire products/goods that are indigenous to the countries they travel. Tourism thus helps to preserve natural and cultural resources while generating revenues and incomes for local populations.

To unlock the potential of tourism to contribute to inclusive growth and development our main focus at the Ministry of Tourism is to find innovate ways to reduce economic leakage in the tourism sector and to improve retention. This mandate is already being executed through our Linkages Network which has been coordinating policies and strategies designed to strengthen linkages with other sectors of the economy particularly the agricultural and manufacturing sector, strengthen the benefits derived from the industry by local residents and communities and promote broader participation by nationals.

We however recognize that the competitiveness 0f the Caribbean destinations will significantly rely on how well we prepare our people for the emerging opportunities. If Caribbean destinations are to remain globally-competitive and increase their share of the global tourist market, we must find ways to unlock new sources of competitiveness and comparative advantage.

Traditionally the tourism sector has enjoyed one of the highest rates of labor mobility of any segment of the economy. However, many of the opportunities taken up by our citizens are those that require low skill and offer limited prospect for economic mobility. This fact is largely attributable to the fact that the majority of the tourism-related jobs are deemed to require low to medium-level technical skills. The global tourism market is however becoming increasingly differentiated and segmented. Consequently, the continued growth of Travel & Tourism in the region will depend on the right people with the right skills being available to meet this demand for additional human capital. And we at the MOT have been working to create a paradigm shift in the local tourism space which will see our citizens accessing more substantive jobs and I will discuss this some more in a minute.

Many trends are impacting the skills needed to perform competently in tourism-related jobs such as digitalization and virtualization, the need for sustainable behaviors & practices, the growth of non-traditional segments, the changing demographics of international travelers (more youthful, more specific), changing lifestyles and consumer demands and the need for data-driven policies. Technology has had a significant impact on tourism-related employment as well as supporting and changing how services are delivered. While technology has downgraded certain skills in the tourism sector it has upgraded other skills, particularly in the areas of marketing, information and communication. Caribbean destinations must recognize the differing preferences of a new generation of younger travelers and the growing importance of online services and marketing, especially through mobile internet. The future of tourism lies in the manipulation and exploitation of ICT capabilities such as big data, big data analytics, machine learning, blockchain technologies, the Internet of Things, robotics etc. We thus need to urgently capitalize on the opportunities for high-skilled employment that are being generated in the ICT-related fields in tourism.

The growth of non-traditional markets in Europe, Asia and Central America will require increased focus on cultural studies and the development of competencies in various foreign languages. The increased focus on data-driven policies to better understand the emerging needs of markets, to analyze trends and to predict future patterns means that tourism development strategy must increasingly emphasize research-based skills. The evolving tourism market will require modern managerial skills that can drive performance improvements in the sector by raising productivity through better staff planning and scheduling, employing new technology and improving employee motivation, thereby reducing staff turnover. Most importantly , we must equip our citizens with the competitive business management and marketing skills that are required to operate successful tourism enterprises in this globalized era.

In the current dispensation, the hospitality sector has to contend with negative perceptions of low wages and the lack of career opportunities beyond entry-level jobs. Studies have found that many university students have a peripheral view of tourism. There is oftentimes scarce information and misconceptions about the skills required as well as the opportunities for career development. National governments must take a lead in developing a long-term workforce development strategy. Ideally, such a strategy would be developed within the broader context of improving the industry’s competitiveness and sustainability, since the increasing demand for skilled labor will continue to present a major challenge in all countries. It is highly recommended that strategies and their implementation should be carried out with the private and education sectors and embrace agreed-upon commitments from the industry.

A robust institutional framework is needed to determine the education and training policies and programs that will support a more attractive labor market and business environment in tourism which will allow the industry to maintain a sufficient and highly-qualified workforce and hence support the enhancement of productivity in the industry. My view is that while formal qualifications are not always required in tourism, their existence, and a widely available opportunity to obtain qualifications and competency development in tourism may contribute to raising the prestige of the occupation and the sector in general.

A study by the WTTC revealed that Travel & Tourism’s human capital challenges are significantly higher than those faced in other sectors with most countries in study projecting to face a talent ‘deficit’ or ‘shortage’ in Travel & Tourism over the next ten years. Talent development will also prevent many high-skilled positions from being filled by migrant workers. Both public and private sector are thus encouraged to act now to address the anticipated talent shortage.

Given the robust nature of UWI’s tourism portfolio which was recently expanded with the recent launch of the region’s first Global Tourism Resilience and Crisis Management Centre, here at UWI, changes in the tourism space, new instruction technologies, the ever diversifying nature of tourism, it is time for the UWI to reimagine its tourism portfolio and consolidate its programs, courses, institutes, centers, etc. under one roof here in one of the Caribbean’s mecca of tourism (Montego Bay) with the establishment of a school or a faculty of Tourism.

Indeed, UWIs global recognition as a powerful intellectual institution will position the UWI to make an even more substantive contribution to the development of the region through such a Faculty or School. Certainly, this effort would have my support, and, although I cannot speak for my Caribbean counterparts, I am more than certain it would also have the support of the government of the region. More specifically, in keeping with the mandate of the administration that I am apart of, I reiterate my commitment to promoting a sustainable tourism product that advances the well-being of local communities and that incorporates more local talent in the delivery of tourism services.

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