For quite some time, I had been intending to write about the current state of the motels operated by the Bangladesh Parjatan Corporation (BPC). Recently, while working on the ILO Progress Project, I had the opportunity to visit the three hill districts of the country. At my request, we chose to stay in Tourism Motels during this tour. I spent three consecutive nights in the motels located in Bandarban, Rangamati and Khagrachhari. I planned to write this article based on the experiences gathered from those stays.
During this period, on a visit to my hometown, Rajshahi, I accepted an evening invitation from the manager of the Rajshahi Tourism Motel. While enjoying French fries and tomato juice, we discussed various issues regarding the state of the tourism industry in Bangladesh. At one point, he mentioned one of his Facebook posts. When he noticed my interest, he handed me a printed copy of the post. The post offers a strikingly honest picture of the motel management system. For the readers' understanding, I am sharing it here verbatim:
"A sense of beauty is an innate human instinct. It illuminates experience, brings spontaneous joy and turns refined taste into creative expression. However, the application of aesthetic taste depends on individual temperament, environment and institutional philosophy.
Times have changed. The number of tourist destinations has increased and so has the number of domestic tourists. In response to accommodation needs, many modern hotels have been developed through private investment, especially in Cox's Bazar and Kuakata. These modern and aesthetically pleasing hotels have added a new dimension to the tourism sector. Eco-resorts and green resorts have also been established in various destinations, attracting visitors year-round.
In October 1990, within two years of joining BPC's Chattogram unit, I visited the units in Rangamati, Rajshahi and Bogura, with the exception of Hotel Saikat. I observed that each unit maintained the same style of curtains, beds, sofas and chairs. This consistent design reflected not only external beauty but also the institution's sense of taste and discipline.
Today, more than three decades later, the world has undergone extraordinary transformation. Technology, thought and lifestyle have experienced revolutionary change. Sadly, our aesthetic sensibilities and creative refinement have not kept pace with that change.
For example, the present Rajshahi unit contains beds of various brands, mismatched curtains and furniture of different styles. None of these elements complement one another. This disorderly variety goes against the principles of aesthetics and contradicts the core philosophy of the tourism industry. Tourism is not only infrastructure. It is an industry of emotion and experience. A balance of architecture, interior decoration, color selection, furniture design and layout is essential.
The painful reality is that we within BPC have failed to leave behind a unified standard of aesthetic taste for the new generation. With this regret and sense of responsibility, I am stepping away from the organization. Even so, I do not lose hope. I firmly believe that this highly promising tourism industry will someday return to its rightful path. It is often said that the presence of the unbeautiful helps awaken the realization of true beauty."
My experience at the Three-Hill-District motels fully aligns with the manager's observations. The motels are in a state of serious disarray. There is no little sign of aesthetic planning. Manpower shortages are also noticeable. Most motels occupy far more land than necessary. The guest rooms are quite large and the corridors and verandas are unusually spacious.
However, the furniture in the rooms is old and, in many cases, nearly unusable. The bathrooms are in even worse condition. The fittings are basic and show signs of repeated repairs. The toiletries provided to guests are of very poor quality. Some motels do not even supply liquid handwash.
According to the manager, 35 to 36 years ago, the motels were well maintained and highly regarded as ideal places for short stays, both for local and foreign guests. Remarkably, that period was the infancy of Bangladesh's tourism industry. People lacked the financial capacity to travel during holidays. Foreign visitors were rare and consisted mostly of employees of international organizations. They preferred staying in Tourism Motels, as did the small group of local tourists who could manage to stay there through personal connections.
Times have changed. The number of tourist destinations has increased and so has the number of domestic tourists. In response to accommodation needs, many modern hotels have been developed through private investment, especially in Cox's Bazar and Kuakata. These modern and aesthetically pleasing hotels have added a new dimension to the tourism sector. Eco-resorts and green resorts have also been established in various destinations, attracting visitors year-round. Except for a few exceptions, the quality of service in privately run hotels and resorts is excellent. These establishments have also become attractive workplaces for the educated youth of the country.
On the other hand, the tourism motels have steadily lost their appeal and their service quality has declined. With the exception of a few units, most motels are in similarly poor condition. No notable initiative to improve this situation has yet been seen. There are occasional discussions about handing some motels over to the private sector through public-private partnership arrangements, but these discussions rarely advance.
There are clear reasons behind this decline. Since independence, no government in Bangladesh has considered tourism to be a major economic sector. Policymakers have not recognized that tourism development can create extensive employment opportunities, reduce unemployment and accelerate socio-economic progress. Several countries in our region have made significant progress by prioritizing tourism, yet our policymakers have not taken this seriously. As a result, despite possessing numerous tourism assets, Bangladesh has been unable to utilize them effectively.
Policy debates aside, the Bangladesh Parjatan Corporation must now take immediate steps to preserve these historic motels. Through essential renovation and the recruitment of qualified and trained staff, these properties can and must be saved and revitalized for the future.
Tourism, after all, is not merely about rooms and rates. It is about the quiet promise that when a traveler opens a door, the experience awaiting inside feels intentional, welcoming and complete.
The writer is former Chief Executive Officer, Bangladesh Tourism Board
