may i have the answer to question 3 and 4 please

From the early 2000's to about 2020, Palm Island enjoyed a measure of prosperity evidenced by growing arrival figures, foreign direct investment and tourist receipts. Luxury villas and very upscale boutique hotels occupy the entire North Coast of the island. There has also been a mushrooming of small service suppliers to meet the needs of the clientele in that area. The ownership of these small tourism businesses is weighted in favor of residents, who would love to continue enjoying this type of prosperity. The area has evolved into a hip, upper class destination with quality lifestyle shops and entertainment. However, due to a pandemic the island has seen a fall in arrivals and by extension occupancy levels. Up to 45 percent of small businesses had also closed because of slow business. The government feels that the South of the island may hold the answer to renewed business activity. However, the South of the island has little tourism activity with some of the older residents being very proud of its relatively "untouched" nature. Moreover, the South is rich in unique cultural and marine resources such as a Barrier Reef, old architectural buildings, historical sites, and a National Park with rare species of flora, fauna, and other species. It is also alleged that there is an underwater volcano, but this will be verified by an Environmental Impact Assessment. Most of the labor, capital and technical resources will be imported as the average age of residents on Palm Island is 52.5 years of age and employed in lucrative professions. As an established tourism consultancy firm, you have been approached by Palm Island Hotel and Tourism Association to write a Strategy for Palm Island. Questions: 1. Assess whether Palm Island should go ahead with the development on the South of the island. Give sound rationale for your answer. (25 Marks) 2. Within the context of the current COVID 19 pandemic, what strategies can Palm island planners and marketers engage to maintain and or to increase the region's competitive advantage. (25 Marks) 3. Critically examine two of the models of tourism development and assess their usefulness in assisting destination managers in the strategic planning and management of the tourism superstructure. (25 Marks) 4. "It is well recognized that tourism has the potential to bring substantial economic benefits to a destination, but it is increasingly acknowledged that its impacts must also be monitored in order to avoid the risk of losing the inherent qualities that make the destination attractive to tourists." Jago, Fredline and Deery 2006:91 (25 Marks)