ࡱ> NPKLM[ bjbj ΐΐ|   %%%4YYYhTYZ666YYYYYYY$]Q`"Z]%B6@6BB"Z%%Z#P#P#PB%%Y#PBY#P#PVW@X0YIB$X YZ0Z0XxaJaXa%X@6 :#P=\J@U666"Z"ZM666ZBBBBa666666666 : Chapter VII Roles and Responsibilities Played by the State Government to Develop Tourism in Sikkim 7.1. Origin, Growth and Development of the State Tourism Department of Sikkim 7.1.1 Origin, Growth and Development of the State Tourism Department 7.2. Sikkim Tourism Development Corporation (STDC) and its Roles and Functions 7.2.1 Exhibited Roles 7.2.2 Proactive Roles of Sikkim after 18th September Earthquake 7.3. Tourism Policy of Sikkim 7.4. Role Played by Various Others State Level Organizations and Local Bodies Responsible for the Development and Promotion of Tourism in Sikkim 7.5. Role Played by the Ministry of Tourism (MOT), Govt. of India for tourism development in Sikkim 7.6. Tourist Arrivals in Sikkim/ India 7.7 Conclusion 7.1.1Origin, Growth and Development of the State Tourism Department Building institutional capacity, investment in environmental projects, control of development and tourist flow and creation of protected areas are four major areas around which the tourism development strategies of any national tourism organization or state tourism organization are revolving ( Oliveira; 2003). These areas of strategy formation are highly destination specific and based on past and existing developmental aspects. Again, this development is extensively integrated with the overall development and socio-political philosophy of a destination. Most of the State Tourism Organizations (STO) are popularly known among the researchers as Destination Management Organizations (DMO). These organizations are so aggressively involved in destination marketing and promotion that they are also known as Destination Marketing Organization. Considering a holistic approach, any state tourism department is said to have external destination marketing (EDM) function and the internal destination development (IDD). Hu and Ritchie (1993:26) conceptualized destination as a package of tourism facilities and services, which like any other consumer product, is composed of a number of multi-dimensional attributes. Buhalis, (2000) claimed that destinations are amalgams of tourism products, offering an integrated experience to consumers. Based on the various models of tourism development outlined by Pearce (1992), it is sensible to define a destination as an amalgam of products and services available in one location that can draw visitors from beyond its spatial confines. Bieger (1998:7) specifies that a destination can therefore be seen as the tourist product that in certain markets competes with other products. Leiper (1995), Martini( 2001) et. al. advocated a demand perspective to identify a destination as a set of products, services, natural and artificial attractions able to draw tourists to a specific place and thereby affirm that geographical position does not coincide with destination. Tamma ( 2002), Brunetti (2002) et. al. defined destination as a supply system correlated with a specific area. By implication, one must then recognize that the destination is an entity whose component parts are interdependent whereby a change in one has ramifications for all of the others. Given this holistic definition, there is clearly a management issue in terms of coordinating actions among the individual entities. This realization has led to studies which have analyzed the subject of destination performance in terms of the locality as a whole (Lundtorp & Wanhill, 2001; Kozak, 2002), while other studies specifically examine categories within the supply system, such as small businesses in the case of Tinsley and Lynch (2001), and others still highlight the critical role played by the actors that manage tourism destinations (Kerr, Barron, & Wood, 2001). Kaspar (1995) goes so far as to argue that the organizational structure or administrative framework of the destination may be seen to have similarities to the firm and that the service providers of the destination may be viewed as profit centres managed within a company because they come under the umbrella of a local destination management organization. Today, owing to the peculiarities of the tourism product as a set of services, the primary task of guaranteeing a minimal internal coordination of production within the target areas is assigned to the tourism organizations. In addition, they have to provide service elements (such as awareness and promotion) with the characteristics of public goods (Bonham & Mak, 1996), which are not offered by private suppliers, as already explained above. Destination management plays a key role in addressing the many and sometimes conflicting issues that arise in contemporary tourism. Destinations present complex challenges for management and development in that they must serve a range of needs of tourists and tourism-related businesses as well as the resident community, local businesses and industries (Howie, 2003). According to Franch and Martini it is possible to define destination management as the strategic, organizational and operative decisions taken to manage the process of definition, promotion and commercialization of the tourism product [originating from within the destination], to generate manageable flows of incoming tourists that are balanced, sustainable and sufficient to meet the economic needs of the local actors involved in the destination (2002:5). Tourism is a rapidly evolving industry that has become increasingly competitive in the global marketplace. With destinations now competing directly with others around the world, it is possible to assert that the tourism is a sector in a state of transition. For DMOs, this transition means becoming a destination management organization instead of just a destination marketing organization. In this regard, DMOs are becoming more prominent as "destination developers" by acting as catalysts and facilitators for the realization of tourism developments. Historically, DMOs have been viewed as destination marketing organizations. Indeed, many current authors (Dore & Crouch, 2003) recognize that marketing remains the principal purview of DMOs. However, increasingly, there is a shift towards recognizing that the role of the DMO goes well beyond marketing to include other activities that are important to the success of tourism in a destination from a competitive and sustainable perspective. Gartrell describes DMOs in terms of the mandate, function and broadly defines their role as the selling of cities. More specifically, Gartrell indicated the task of developing an image that will position their cities in the marketplace as a viable destination for meetings and visitors. They further coordinate with those constituent elements, which are quite independently diverse yet need to be homogenized, in order to attain that desired single image (1988:8). The World Tourism Organization (2004) defined DMOs as the organizations responsible for the management and/or marketing of destinations and generally falling into three categories viz. National Tourism Authorities or Organizations, responsible for management and marketing of tourism at a national level; Regional, provincial or state DMOs, responsible for the management and/or marketing of tourism in a geographic region defined for that purpose, sometimes but not always an administrative or local government region such as a county, state or province; and Local DMOs, responsible for the management and/or marketing of tourism based on a smaller geographic area or city/town. DMO organizational structures also vary. Various authors (Franch & Martini, 2002; Ritchie & Crouch, 2003) have described various organizational structures including a government department or a division of a government department, a quasi-governmental organization (such as a crown/government corporation), a joint public/private agency, a not-for-profit membership-based organization, and private organizations. DMO funding may be derived from several sources but is generally reflective of the organizational structure as well as the context in which the DMO operates. Examples include government allocations of public funds, specific tourism taxes or levies such as hotel/room taxes, user fees, allocations from gambling and lotteries, membership fees paid by tourism organizations, sponsorship and advertising in destination promotional activities, commissions for bookings and sales, commercial/retail sales at visitor centres, and in-kind contributions to host travel writers and meeting planners (Sheehan & Ritchie, 1997; Ritchie & Crouch, 2003; Franch & Martini, 2002). Las Vegas, perhaps the most well funded DMO in the world, is an excellent example of special funding circumstances where dramatic revenues are raised from hotel and gambling taxes. An unresolved debate within the literature is between destination marketing and destination promotion (Ritchie & Crouch, 2003). In this regard, Kasper (1995) suggests that a DMO, for political and structural reasons, is mainly concerned with promoting co-operation and the widest possible harmonization of objectives within a destination. Dore and Crouch (2003) cite the activity of destination marketing as often being operationalized in practice as destination promotion, which may take the form of advertising, direct marketing, sales promotion, personal selling and publicity, and public relations. Ritchie and Crouch (2003) agree that in terms of current practice, many DMOs might be more appropriately termed destination promotion organizations since many of them believe that their efforts should be solely dedicated to destination promotion. However, Ritchie and Crouch (2003) go on to advocate the transition of the M in DMO to refer to management rather than marketing because the role of DMOs has strengthened and spread as destinations have attempted to play a more proactive role in fostering and managing the benefits of tourism development. Heath and Wall (1992) argue that DMOs have acknowledged how significant their non-marketing roles are in developing, enhancing and maintaining destination competitiveness and notes that DMO tasks are the following: strategy formulation, representing the interests of stakeholders, marketing of the destination and co-ordination of some activities. Getz, Anderson and Sheehan (1998) have surveyed DMOs and found a number of roles that they fulfill in terms of product development within a destination. Similarly, Minguzzi and Presenza (2004) emphasize the importance of DMOs in enhancing perceptions of destination image and service quality. Morrison, Bruen, and Anderson, (1998) single out five primary functions of a destination management organization as an economic driver, a community marketer (communicating the most appropriate destination image, attractions, and facilities to selected visitor markets), an industry coordinator providing a clear focus and encouraging less industry fragmentation so as to share in the growing benefits of tourism, a  quasi-public representative  adding legitimacy for the industry and protection to individual and group visitors; and a builder of community pride by enhancing quality of life and acting as the chief flag carrier for residents and visitors alike. 7.2. Sikkim Tourism Development Corporation (STDC) and its Roles and Functions 7.2.1 Exhibited Roles and Functions The State Tourism Organization, namely Sikkim Tourism Development Corporation (STDC), is one of the proactive state tourism departments of Indian states/ UTs in terms of its planning and implementation. It was established in the year 1998 to augment destination marketing but the area of activities has increased manifold and broadly divided into two phases viz. tourism related/ infrastructure development and destination marketing. Broadly, its area of activities revolve around administration and management, promotion and publicity, arrangement and participation of events, fairs and festivals, ropeway development, information management, human resource development through education and training, adventure activities, helicopter services, cafeteria and restaurant services and other minor projects. The area of activities and policy implementation exhibit its roles and assumed responsibilities. Its roles includes coordination with the Department of Tourism (DOT) relating to the central planning and policy implementation; infrastructure development; marketing and promotion etc.; coordination with other ministries/ authorities such as Ministry of Home, Ministry of External Affairs, Border Road Organization etc.; Controlling of all hoteliers, travel agencies or tour operators, liquor sellers, souvenir sellers or such other parties to ensure economically healthy , socio-culturally sustainable, politically viable tourism development; Direction of all concerned authorities and industrial partners regarding policy issues and thereby to contribute broadly on such issues as may be related to the over all system of tourism in Sikkim; Seeking and according the status to the state tourism industry by declaring Tourism Year(2010) and main civil industrial importance; Accentuating the idea of quality tourism and sustainable development and encouraging the private sectors to develop tourism related infrastructure & services without disturbing ecology and environment; Strengthening the Institution of Network of Stakeholders (INS) which should be Government led, private sector driven and community welfare oriented in so far as the state tourism industry is concerned; Recognizing a deep-rooted relationship of tourism and culture, traditions, monuments, heritage, natural resources, environment, forests, wildlife & ecology and providing for their improvement, enrichment and up gradation; Creating a conducive environment for public and private sectors collaboration and investments through facilitation, concessions and incentives and other policy related interventions; Setting an effective delivery mechanism for various kinds of incentives, concessions and conveniences to be provided by the Government. Sikkim Tourism Development Corporation (STDC) will continue to arrange or seek provision for infrastructure development and thereby to enhance accessibility, facility and services through public private partnership specifically for tourists. This State Tourism Corporation will put a special emphasis on international inbound tourism compared to domestic inbound tourism as the international tourist arrivals has not been increasing well. Besides, another role of the corporation has been to redirect the types and forms of tourism as the state need an alternative tourist flow ( with more international tourist and having an eco-friendly orientation) along most of the off the beaten routes or new routes. Another proactive role of the government would be to ensure total quality management (TQM) for the existing institutionalized tourism industry with a sustainable orientation and future rejuvenation. The symbolic role of the state tourism department is the implementation of policy statements & declarations prescribed by North Eastern Council (NES), Himalayan Environmental Trust, Himalayan Tourism Advisory Board (HIMTAB), International Ecotourism Society or such other national and international organizations. Here, advocating and adopting a voluntary Code of Ethics (CEs) and its infringement will be firmly dealt with by suitable legislation, rules and guidelines. So, a new responsibility for futuristic tourism legislations needs to be recognized as soon as possible. As a part of the reactive roles, adoption of a new marketing policy at national and international level with a particular reference to the strategic linkage and cooperation with international and domestic organizations should be taken into account for the quality tourism practices. A memorandum of understanding (MOU) has been inked by the tourism development corporations of Goa and Sikkim to attract more visitors to these destinations in this regard (The Telegraph; 12th July, 2010). Sikkim initiated the deal as the state tourism requires more number of foreign tourists. According to the deal, both the corporations would mutually market their accommodations and tourism packages and for each booking, fifteen per cent of the amount will go to the corporation that has made the booking. The STDC has signed similar agreements with Andhra Pradesh, Karnataka and Gujarat and planning the same with Tamil Nadu. Through this strategic linkage, all the government owned accommodation units (viz. two hotels in Gangtok, one in West Sikkim, a lodge at Rangpo and 14 guest houses across the state) and other Sikkim based private accommodation service providers would be benefited. Roles and responsibility towards the development of adventure tourism, special interest tourism, wildlife tourism, ecotourism, rural tourism, lake and monastery related new tourism etc. require a new orientation to redirect tourist traffic and foreign tourist arrivals. Roles and responsibility towards the conservation and restoration of existing biological, socio-cultural and economic environment should also be the most futuristic approach to ensure sustainable tourism development in Sikkim. Addressing the destination/residential issues as well as issues pertaining to civic administration and good governance as an effective part of the tourism policy is another responsibility of the State Tourism Department. So, actively engaging a special force, setting their responsibilities and duties to look after tourism resources, tourism industry, tourists and other stakeholders are under the active responsibilities of the state tourism. 7.2.2 Proactive Roles of Sikkim after 18th September (Earthquake) Accelerating all sections of the tourism industry in Sikkim has really been a challenging task after the 18th September 2011 earthquake as tourists are less interested to visit, local people are fearful and have been passing through a detrimental socio-economic lifestyle, industry people are switching over and environmentalists are seriously concerned about the future impacts of tourism and other natural calamities. Following should be the proactive roles of the Sikkim Tourism Development Corporation (STDC) for the coming years. Lifting the attitudes and aspirations of the people; enhancing the health and well-being of people; strengthening the economic development; establishment of a brand for Sikkim as a safe and gifted destination in all respects; encouragement of inward investment; education and training that meets the needs of industry; a supportive regulatory environment and needed tourism legislation; provision of sector advice, information and coordination; provision of appropriate regional infrastructure, including transport, information and communication technology, sewerage, water, waste treatment and energy supply through solar and hydro-electric power projects . Provision of special development zone for highly affected areas and backward areas through a number of existing economic development initiatives. In addition, local entrepreneurship development, labour market audit, multifaceted youth centre and short term skill development program in horticulture, floriculture, dairy business, local painting awareness program on sustainable development, Information and Communication Technology ( ICT), Joint Forest Management ( JFM), Conservation of Common Property Resources ( CPR) in relation to alternative tourism etc. be initiated and interpreted through the roles and responsibilities of the Sikkim Tourism Development Corporation( STDC). Emphasis on alternative tourism development will certainly bring about more community participation and orientation, entrepreneurial opportunities for the aboriginal community, formation of self help group, inception of nature based, non-conventional and non-mass tourism projects, introduction of new events, Sikkim guaranteed service standard, development and promotion of local and international sports and adventure. Regional development in Sikkim is concerned with retaining the attributes of Sikkim that makes it a desirable place to live, work and play, while reducing the less desirable attributes and also expanding the opportunities that are available to the people of Sikkim by reducing disparities. A sustainable economic development strategy must recognize the interrelationships between economic values and the wider natural and social environment. This is reflected in the five key factors (Regional development and components). The strategy recognizes that the promotion and encouragement of sustainable economic development will provide the framework to achieve a shared vision for the region with identifiable benefits to the people of Sikkim. The most commonly acceptable definition of sustainable development comes from Our Common Future, the 1987 Report of the World Commission on Environment and Development. Requirements for sustainability include: a political system that secures effective citizen participation in decision making; an economic system that is able to generate surplus and technical knowledge on a self-reliant and sustainable basis; and a social system that respects the obligation to preserve the ecological base for development. Maori cultural values are also of particular relevance to the issue of sustainable development in Northland. For Sikkim, the concept of sustainability includes the enhancement of local culture and traditions. 7.3. Tourism Policy of Sikkim According to Goeldner et al. (2000), tourism policy is A set of regulations, rules, guidelines, directives, and development/promotion objectives and strategies that provide a framework within which the collective and individual decisions directly affecting tourism development and the daily activities within a destination are taken. Contemporary tourism policy of Sikkim focuses on competitiveness and sustainability, which are also the major parameters of tourism destination management (TDM). Poor planning, unscientific management, lack of imaginative promotional activities and access restrictions are some of the reasons for which tourism could never pick up despite unparallel advantages bestowed by natural beauty and other endowments in the State. Even as late as the Seventh Plan period the planners allocated as meager as one percent of the total plan outlay to this sector which could act the single most industrial venture in Sikkim. Considering the situational analysis of the State, following were the focusing points of scientific tourism policy for the State. The policy document of Sikkim seeks to make tourism sector a main civil industry of State, to enhance employment potential as well as to foster economic integration through developing linkages with other sectors. Broadly the policy paper attempts to- (i) position tourism as a major engine of economic growth, (ii) harness the direct and multiplier effects of tourism for employment generation, (iii) economic development and providing impetus to rural/village tourism, (iv) focus on domestic tourism along with international tourism as a major driver for growth, (v) position Sikkim at global level as eco tourism destination, (vi) acknowledges the critical role of private sectors with Government working as a proactive facilitator and catalyst, (v) create and develop integrated tourism circuits based on different special themes, special tourism products, unique experience tourism products and premium tourism destinations, (vi) ensure that tourist to Sikkim get physically invigorated, mentally rejuvenated, culturally enriched, spiritually elevated and FEEL SIKKIM FROM WITHIN. The policy document takes into consideration ten (10) key areas that will provide guiding thrust to tourism development. These are: Swagat (Welcome), Soochana (Information), Suvidha ( Facilitation), Suraksha ( Safety), Sahyog ( Cooperation), Samrachana ( Infrastructure Development) and Safai ( Cleanliness), Paryavaran (Enviroment), Paristhiki ( Ecology) and our great asset SHANTI ( Peace). Tourism, in Sikkim requires the following important issues broadly contributing to its policy and future growth. These are overdependence on tourism for regional development and welfare; a trend of vertical integration by multinational tourism enterprises and consequent changes in ownership and structure of tourism industry in Sikkim; Sustainable orientation and consumer protection through Himalayan Environmental Trust, Himalayam Tourism Advisory Board ( HIMTAB) and such other regional/ national/ international organizations; International competition from new exotic destinations; Increasing sophistication of tourism demand; development of air/ road/ ropeway transportation; Extensive utilization of information technology by both industry and consumers; Environmental pressures; Enhancement of tourism industry standard and its practices. 7.4 State level organizations and local bodies responsible for the development and promotion of tourism in Sikkim. Travel Agents Association of Sikkim (TAAS) Travel Agents Association of Sikkim (TAAS), an apex body of tourism stake holders of Sikkim, is supported by the Department of Tourism, Government of Sikkim for the benefit of all stake holders of Sikkim. Its website contains authentic information on Village Tourism, Ecotourism, Adventure Tourism, Snow Tourism, regular tourism, leisure tourism, cultural tourism, pilgrimage tourism, home stays. Main intention of the web site of the TAAS is to bring in all stake holders in one umbrella for the promotion and marketing of tourism specially the Rural Tourism. TAAS provides events, announcements, news, relevant articles and information. Sikkim Association of Adventure Tour Operators (SAATO) Sikkim Association of Adventure Tour Operators (SAATO) was established in to protect the interest of adventure tour operators and develop partnership among various tourism principals. Mr. D.N.Pradhan, the Secretary of this organization, was largely responsible for the established and promotion of this institute in Gangtok. It operates in line with Adventure Tour Operator Association of India( ATOAI) to develop and promote adventure tourism. Besides, it establishes liaison with TravelAgents Association of Sikkim ( TAAS), Indian River Runners Association( IRRA) and other regional/ national and international organizations. The activities of SAATO are Imparting training and education for adventurous events; Classification of adventurous activities and sports; Arrangement of events and exhibition to promote adventure activities/sports and thereby to promote tourism in Sikkim; Developing strategic partnership and linkage with other organizations in the broader interest of tourism and adventure in Sikkim; Implementation of sustainable development philosophy in the area of adventure and sports and thereby to ensure sustainable tourism development in the state; Optimum participation of and consultation with local community in the interest of adventure tourism development in Sikkim. Besides, SAATO conducts various special events in or outside Sikkim and provides technical support to various Government and Private organizations for the broader interest of adventure tourism development in Sikkim.Other important organizations associated with tourism phenomenon in the state are increasing playing an important role and performing their duties to position the state as the ultimate (eco) tourism destination. There is an immense possibility to develop nature based, community oriented sustainable tourism. Experiment and research to contribute desired tourism development programs can also be conducted with the help of those organizations. District specific names of such organizations are given here under. Figure7.1: Name of the Important Organizations Associated with Tourism Phenomenon East SikkimWest SikkimSikkim Hotels & Restaurant Association (SH&RA), Gangtok Sikkim Mountaineering Association (SMA), Gangtok Sikkim Amateur Mountaineering Association (SAMA), Gangtok Pakyong Tourism Development Committee (PTDC), Pakyong Khedi Eco-tourism Environment Project Society (KEEP), Pastanga Pandam Gari Budang Village Toursim Dev. Committee (PGBVTDC), Central Pandam Kupup Tourism Development Consumer Society (KTDCS), Kupup All Sikkim United Taxi Drivers Association (ASUTDA), Gangtok Gangtok Main Line Taxi Drivers Association (GMLTDA), Deorali All Sikkim Taxi Owners Association (ASTOA), Gangtok Gangtok Local Taxi Drivers Association (GLTDA), Gangtok Chorten Deorali Taxi Drivers Association (CDTDA), Deorali Gangtok Nathang Road Taxi Drivers & Owners Association (GNRTDOA), J.N. Road Vajra Taxi Drivers Association (VTDA), Gangtok Sikkim United Taxi Drivers Association (SUTDA), Gangtok Sikkim Bus Workers Association (SBWA), Deorali Lingdum Tourism Representatives( LTR) Pelling Tourism Dev. Association (PTDA), Pelling Hee Bermiok Tourism Dev. Cooperative Society (HBTDCS), Hee Bermiok Soreng Tourism Dev. Committee (STDC), Soreng Chakung Tourism Dev. Committee (CTDC), Chakung Uttarey Eco-tourism Dev. Society (UETDS), Uttarey Uttarey Tourism Dev.Services Cooperative Society (UTDSCS), Uttarey Yambung Eco-tourism Committee (YEC), Nambu Akash Ganga Consumer Society (AGCS), Sombaria Narsing Eco-tourism Committee (NEC), Narsing Aralonchuk Eco-tourism Committee (AEC), Labdang Rimbi Tourism Dev. Society (RTDS), Rimbi Himalayan Environment & Tourism Dev. Organisation (HETDO), Khechuperi Darap Eco-tourism Dev. Society (DEDS), Darap Yuksam Tourism Dev. Committee (YTDC), Yuksam North SikkimSouth SikkimMangan Tourism Dev. Committee (MTDC), Mangan Lachen Tourism Dev. Committee (LTDC), Lachen Lachung Hoteliers & Lodgers Dev. Society (LHLDS), Lachung Hotel Association of Lachen (HAL), Lachen Mutanchi Lom All Sezum (MCLAS), Dzongu Thingchim Village Tourism Dev. Committee (TVTDC), Thingchim Lachung Tourism Culture Club (LTCC), Lachung North Sikkim Taxi Drivers Association (NSTDA), North Sikkim Lachen Lachung Chungthang Taxi Drivers Association (LLCTDA), North SikkimSouth Sikkim Tourism Dev. Association (SSTDA), Namchi Ravangla Tourism Dev. Committee (RTDC), Ravangla Kewzing Tourism Dev. Committee (KTDC), Kewzing Greater Rangeet Eco-tourism Committee (GREC), Kitam Sumbuk Temi Tarku Tourism Cooperative Society (TTTCS), Temi Tarku  7.5. Role Played by the Ministry of Tourism (MOT), Govt. of India for Tourism Development in Sikkim The Ministry of Tourism (MOT), is the nodal agency for the formulation of national policies and programmes and for the co-ordination of activities of various Central Government Agencies, State Governments/UTs and the Private Sector for the development and promotion of tourism in the country. This Ministry is headed by the Minister of State for Tourism (Independent Charge). The administrative head of the Ministry is the Secretary (Tourism). The Secretary also acts as the Director General (DG) Tourism. The office of the Director General of Tourism [now merged with the office of Secretary (Tourism) provides executive directions for the implementation of various policies and programmes. Directorate General of Tourism has a field formation of 20 offices within the country and 13 offices abroad and one sub-ordinate office/project i.e. Indian Institute of Skiing and Mountaineering (IISM)/ Gulmarg Winter Sports Project (GWSP). The overseas offices are primarily responsible for tourism promotion and marketing in their respective areas and the field offices in India are responsible for providing information service to tourists and to monitor the progress of field projects. The activities of IISM/GWSP have now been revived and various Ski and other courses are being conducted in the J&K valley. The Ministry of Tourism has under its charge a public sector undertaking, the India Tourism Development Corporation (ITDC) and Indian Institute of Tourism and Travel Management (IITTM), National Institute of Water Sports (NIWS), National Council for Hotel Management and Catering Technology (NCHMCT) and Institute of Hotel Management ( IHM). The above area of operation is of course to create, to facilitate and to maintain an environment in which development and promotion of tourism would be possible. The purpose to establish all the state tourism development corporations was to ensure a professional orientation to the administration at national and state levels. Following are the area of operation expressing the roles and responsibilities of the Ministry of Tourism and hierarchically interpreting the same of the state tourism development corporations in Sikkim tourism as an apex administrative hierarchy of the state government. Exhibited Administrative, Functional and Figure-Head Roles of the Ministry of Tourism for the Development and Promotion of Sikkim Being the apex authority at the national level and considering the Central-State relationship within the jurisdiction of the constitution the Ministry of Tourism may advice, help to market and promote, ensure financial assistance or impart education and training assistance as and when required. All the state tourism development corporations including Sikkim Tourism have full discretion to operate independently within a broader national interest of the Ministry of Tourism. But considering the importance of or dependence over tourism development any state tourism department may get privileged access and can be proactive in the matter of planning and policy implementation. The roles of the government for the development of infrastructure and superstructure is very important. Being a recommending authority for infrastructure and implementing authority of tourism-related-infrastructure or superstructure, Sikkim tourism development corporation has relatively untapped roles and responsibilities. The empirical evidences put to light that though the researcher put several standard options for ranking infrastructural and super-structural facilities of destination Sikkim, yet tourists recommended the difficulty in use of toilet as the first and foremost issue to be considered by planners. Some respondents have clearly mentioned the reasons for such difficulty as being traditionally unhygienic with no or poor maintenance by house-keeping department in most of the accommodation units. Some of them, staying in comperatively highly paid accommodation units emphasize directly on poor quality toiletries and inexperienced stuff. However, this reason is jointly ranked one as being the most important by domestic toutrists and their foreign counterparts. The second most important reason for the foreign-tourists is non-availability of personal aids/ equipment in the vehicles/ at nearest station/ bus stop whereas domestic counterparts emphasized on parking facilities as being the second important but the most primary factor in Sikkim. This second important factor for the foreign tourists is the third important choice for the domestic counterparts as frequently required articles; foods and drinking water are not available in most of the transit areas. While domestic tourists visiting Sikkim are concerned about the location of their room (as the forth important factor), the foreigners are emphasizing on the architectural designing i.e. size of the lobby, etc with the rank of six. foregners are also looking for customized and on-demand professional services of the service staff. Foreign tourists are also looking for lift services in places and hotels by putting the third rank while domestic tourists are following the second most important rank of the foreign counterparts. 7.6. Tourist arrivals in Sikkim/ India After becoming 25th state of the Union Government of India in the year 1975 the rapid development activities ushered in a new era of tourism in Sikkim. Increased accessibility by roadways and air transport, rapid socio-economic development, competitive advantage both from the side of the destination and geographical proximity to tourist generating states contributed to the development of tourism in Sikkim. Recognizing the increased tourist arrivals, accommodation units were set up in Gangtok and a few towns mostly by outsiders without proper land use planning and architectural design. Figure 7.3: Trends of Domestic and Foreign Tourist Arrivals in Sikkim ( Year 1991-2011) Source: Sikkim Tourism Development Corporation,2011 Increasing tourist arrival and increasing dependence on tourism as a powerful industry and employment generating source, restoration of peace and harmony, hospitable people, plenty of diversified natural and cultural resources, a typical interest of the people of Indian to discover the unknown hidden Sikkim brought about a new dimension for the development and marketing of tourism in Sikkim though the period thereafter indicated a downfall ( See Table 7.1). Another important market trend for Sikkim was to interpret a positive and highly significant correlation between the personal consumption of Indian population and domestic tourist arrivals of Sikkim. The figure given below interprets a positive and highly significant correlation (t0.05, 9 = 1.833, i.e. tcal > ttab, i.e. H0 rejected) between the personal consumption of Indian population and domestic tourist arrivals of Sikkim. Here we recognize the significant increasing trend of both the variables involved and it has been assumed that a segregated part of the total personal consumption is travel and tourism. The data of personal consumption of the population and the domestic tourist arrivals for the last eleven years i.e. from 1998 to 2008 have been considered. Figure 7.4: Personal Consumption of Indian Population and that of the Domestic Tourists Visiting Sikkim Source:  HYPERLINK "http://www.wttc.org" www.wttc.org and Sikkim Tourism Development Corporation After 2008 onwards, foreign tourist arrivals in Sikkim experienced a small downfall and supposed to recover over the coming years. The domestic tourist market has been growing with small fluctuations compared to the national figures. Following is the table showing the inflow of tourist arrivals in Sikkim. Table 7.1: Inflow of Foreign and Domestic Tourists in Sikkim YearForeign Tourist Arrivals in IndiaForeign Tourist Arrivals in SikkimPercentage Share of Foreign Tourist arrivals in Sikkim against IndiaDomestic Tourist Arrivals in SikkimTotal Arrivals ( Domestic and International) in Sikkim199116775086187.0046136067547199218676516761.00366814674907199317648307132.0047509182223199418864336888.00369243599323199521236835866.002898555104421199622878608642.0037145256153898199723740948068.0034116500124568199823586246111.0026133158139269199924819288563.0034139085147648200026493788794.0033144203152997200125372827757.0031146923154680200223843648433.00351607891692222003272621410954.00401767591877132004345747713528.0039233285246813YearForeign Tourist Arrivals in IndiaForeign Tourist Arrivals in SikkimPercentage Share of Foreign Tourist arrivals in Sikkim against IndiaDomestic Tourist Arrivals in SikkimTotal Arrivals ( Domestic and International) in Sikkim2005391532416518.00422517442682622006442991518049.00413024863205352007508000017837.00353311823490192008528000021162.004061566863683020095170,00017730.00346156286333582010558000020757.00377000117207682011629031923945.0038552453576398 Source: Department of Tourism, Government of India and Sikkim Tourism Development Corporation, Government of Sikkim 7.7 Conclusion The roles and responsibility of the state tourism department is increasingly incorporating its functional areas. Coordination, control and cooperation of the state tourism department are increasing to significantly influence other central/state government agencies. Instead of specified roles and responsibility, policy interpreted liaison, coordination and control are found. In this era of participatory management, roles and responsibility towards various stakeholders and parties need to be defined, interpreted, up graded and incorporated. Though the roles and responsibilities of the state tourism is found to be positive and apparently proactive, yet there are many hidden and unclear responsibilities. 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A powerful disaster management team of the state tourism department, a special cell to draw and implement tourism development projects and financial matters, a cell to formulate tourism laws and deploy tourism police, green police etc., a special team to maintain suitable database and thereby the total quality management on tourism phenomena, a department for the concept development and capacity building research department are found to be the emerging and relatively untapped areas specifying new roles and responsibilities in of the state tourism in Sikkim. This expresses and explains a development which meets the needs of the present without compromising the ability of future generations to meet their own needs.     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