Generating inclusive and sustainable growth: the role of policy and multilevel fiscal institutions

Incluye bibliografía

MERCOSUR in transition: macroeconomic perspectives

Includes bibliography

ICT for growth and equality: renewing strategies for the information society. Summary

Includes bibliography

Caribbean development report: Exploring strategies for sustainable growth and development in Caribbean small island States

The Third Caribbean Development Roundtable (23-24 April 2014) was held under the theme “Exploring strategies for sustainable growth and development in Caribbean Small Island Developing States (SIDS)”. The Roundtable focused on challenges faced in stimulating growth and creating a capacity for resilience among the Caribbean SIDS. The conference examined the continuing challenge of igniting robust growth in Caribbean Small States, and at the same time, mitigating structural and cyclical risks and uncertainty. The presentations made at the Roundtable can be placed under six themes which comprise the sections of this report, namely: Macroeconomic reorganisation in the context of risk and uncertainty; fiscal adjustment, stabilisation and debt management; services, public/private partnership and development; social protection; human capital formation; and environmental protection.

Export growth in Latin America: policies and performance

Includes bibliography

Structural change and productivity growth, 20 years later: old problems, new opportunities

Includes bibliography

Energy efficiency potential in Jamaica: challenges, opportunities and strategies for implementation

Incluye Bibliografía

Policy alternatives and strategies for the Plurinational State of Bolivia following the end of trade preferences

Include bibliography

Export performance, technological upgrading and foreign direct investment strategies in the Asian newly industrializing economies: with special reference to Singapur

Includes bibliography

Productivity, growth and industrial exports in Brazil

Includes bibliography

Trade liberalization and economic growth in Central America

Includes bibliography

Structural change and productivity growth 20 years later: old problems, new opportunities. Summary

Includes bibliography

Development strategies for the information and communications technology sector in the Caribbean: A global perspective

This occasional paper examines the experiences of three leading global centres of the ICT industry – India, Silicon Valley, and Estonia – to reflect on how the lessons of these models can be applied to the context of countries in the Caribbean region.Several sectors of the technology industry are considered in relation to the suitability for their establishment in the Caribbean. Animation is an area that is showing encouraging signs of development in several countries, and which offers some promise to provide a significant source of employment in the region. However, the global market for animation production is likely to become increasingly competitive, as improved technology has reduced barriers to entry into the industry not only in the Caribbean, but around the world. The region’s animation industry will need to move swiftly up the value chain if it is to avoid the downsides of being caught in an increasingly commoditized market. Mobile applications development has also been widely a heralded industry for the Caribbean. However, the market for consumer-oriented smartphone applications has matured very quickly, and is now a very difficult sector in which to compete. Caribbean mobile developers would be better served to focus on creating applications to suit the needs of regional industries and governments, rather than attempting to gain notice in over-saturated consumer marketplaces such as the iTunes App Store and Google Play. Another sector considered for the Caribbean is “big data” analysis. This area holds significant potential for growth in coming years, but the Caribbean, which is generally considered to be a datapoor region, currently lacks a sufficient base of local customers to form a competitive foundation for such an industry. While a Caribbean big data industry could plausibly be oriented toward outsourcing, that orientation would limit positive externalities from the sector, and benefits from its establishment would largely accrue only to a relatively small number of direct participants in the industry. Instead, development in the big data sector should be twinned with the development of products to build a regional customer base for the industry. The region has pressing needs in areas such as disaster risk reduction, water resource management, and support for agricultural production. Development of big data solutions – and other technology products – to address areas such as these could help to establish niche industries that both support the needs of local populations, and provide viable opportunities for the export of higher-value products and services to regions of the world with similar needs.

Evaluation report of the training workshop on the use of the module to analyse growth of international commerce (Magic Plus) and the competitive analysis of nations (TRADECAN 2009) software

The aim of the workshop was to provide a functional overview of the software package, to enable participants to use the software in order to inform more evidence-based trade strategies, and build capacity for researchers and trade negotiators to provide more rigorous, analytical policy research to inform future trade negotiations. Participants came from the ministries of trade of the following CDCC member countries: Dominica, Grenada, Jamaica, Saint Lucia, Saint Kitts and Nevis, Saint Vincent and the Grenadines, and Trinidad and Tobago. Representatives of the following regional institutions were represented: the Caribbean Community/Caribbean Regional Negotiating Mechanism (CARICOM/CRNM); the Organisation of Eastern Caribbean States (OECS); the University of Guyana, University of Suriname and the University of the West Indies (UWI). It was hoped the workshop would be a stepping stone towards more advanced trade analysis training. The list of participants appears as Annex I.

Tourism life cycle, tourism competitiveness and upgrading strategies in the Caribbean

In the 1980s Butler adapted the life cycle product model to the tourism industry and created the “Tourism Area Life Cycle (TALC) model”. The model recognizes six stages in the tourism product life cycle: exploration, investment, development, consolidation, stagnation and followed, after stagnation, by decline or revitalization of the product. These six stages can in turn be regrouped into four main stages. The Butler model has been applied to more than 30 country cases with a wide degree of success. De Albuquerque and Mc Elroy (1992) applied the TALC model to 23 small Caribbean island States in the 1990s. Following De Albuquerque and Mc Elroy, the TALC is applied to the 32 member countries of the Caribbean Tourism Organization (CTO) (except for Cancun and Cozumel) to locate their positions along their tourism life-cycle in 2007. This is done using the following indicators: the evolution of the level, market share and growth rate of stay-over arrivals; the growth rate and market share of visitor expenditures per arrival and the tourism styles of the destinations, differentiating between ongoing mass tourism and niche marketing strategies and among upscale, mid-scale and low-scale destinations. Countries have pursued three broad classes of strategies over the last 15 years in order to move upward in their tourism life cycle and enhance their tourism competitiveness. There is first a strategy that continues to rely on mass-tourism to build on the comparative advantages of “sun, sand and sea”, scale economies, all-inclusive packages and large amounts of investment to move along in Stage 2 or Stage 3 (Cuba, Dominican Republic, Puerto Rico). There is a second strategy pursued mainly by very small islands that relies on developing specific niche markets to maintain tourism competitiveness through upgrading (Anguilla, Antigua and Barbuda, British Virgin Islands and Turks and Caicos), allowing them to move from Stage 2 to Stage 3 or Stage 3 to a rejuvenation stage. There is a third strategy that uses a mix of mass-tourism, niche marketing and quality upgrading either to emerge onto the intermediate stage (Trinidad and Tobago); avoid decline (Aruba, The Bahamas) or rejuvenate (Barbados, Jamaica and the United States Virgin Islands). There have been many success stories in Caribbean tourism competitiveness and further research should aim at empirically testing the determinants of tourism competitiveness for the region as a whole.