khammouane province 2016 – 2018 - tiigp laos

Khammouane Province Destination Management Plan: 2016 - 2018

Funded by:

Prepared by:

In conjunction with:

MICT

Khammouane Province Tourism Destination

Management Plan 2016 – 2018

Final

15th January 2016 Lao PDR


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TableofContents

1. ABBREVIATIONS......................................................................................................................32. DESTINATIONPROFILE............................................................................................................53. VISIONFORTHEDESTINATION,OPPORTUNITIESANDCHALLENGES........................................9

3.2SWOTANALYSISFORKHAMMOUANEPROVINCE.................................................................................103.3UNIQUESELLINGPROPOSITION&DESTINATIONPOSITIONING:..............................................................12

4. MARKET-BASEDANALYSISOFCURRENTVISITORS.................................................................134.1INTRODUCTION..............................................................................................................................134.2ANALYSISOFSTRATEGICVISITORFLOWS.............................................................................................144.3PRIORITIZATIONOFSTRATEGICVISITORFLOWS....................................................................................204.4OVERALLCONCLUSIONOFANALYSIS..................................................................................................21

5.DESTINATIONACTIONPLAN......................................................................................................226.MONITORINGANDEVALUATION...............................................................................................35

6.1WHYMONITORING&EVALUATION?................................................................................................356.2THERESULTSFRAMEWORK..............................................................................................................356.3THEMEASUREMENTPLAN...............................................................................................................36

7. REFERENCES..........................................................................................................................488. ANNEX..................................................................................................................................51

ANNEX1:DEFINITIONS..........................................................................................................................51ANNEX2:BACKGROUNDTOTHEDESTINATIONMANAGEMENTPLAN...........................................................53ANNEX3:PURPOSEANDUSEOFTHEDESTINATIONMANAGEMENTPLANS....................................................55ANNEX4:KEYLESSONSLEARNED:THECHALLENGESOFDESTINATIONMANAGEMENT.....................................56ANNEX5:THESIX-STEPAPPROACHTOTHESTGALLENDESTINATIONMANAGEMENTMODEL...........................57ANNEX6:KHAMMOUANEPROVINCETOURISMSTATISTICS..........................................................................58ANNEX7:KHAMMOUANEPROVINCE:PROPOSEDDESTINATIONMANAGEMENTNETWORKTASKFORCES.............61ANNEX8:KHAMMOUANEPROVINCE:DMNFEEDBACKONDMPACTIVITYPLANS,2016................................62


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1. AbbreviationsADB AsiaDevelopmentBankAEC ASEANEconomicCommunityAFD AgenceFrancaisedeDeveloppementASEAN AssociationSouthEastAsianNationsBAF BusinessAssistanceFacilityBKK BangkokCBT CommunityBasedTourismDBST DoubleBituminousSurfaceTreatmentforroadsDEPT DepartmentDEV DevelopmentDICT DepartmentInformation,Culture&TourismDMC DestinationManagementCompanyDMN DestinationManagementNetworkDMO DestinationManagementOrganisationEDC Enterprise&DevelopmentConsultantsEMC EmergingMarketsConsultingFIT FullyIndependentTravellerGIS GeographicInformationSystemGiZ DeutscheGesellschaftfürInternationaleZusammenarbeitGM GeneralManagerGMS GreaterMekongSub-regionGOVT GovernmentHNN HimNanNoProtectedAreaKhammouaneHR HumanResourceIBA ImportantBirdAreaICBF IntegratedConservationofBiodiversityandForestsINGO InternationalNonGovernmentalOrganisationINTL InternationalJICA JapanInternationalCooperationAgencyKfW KreditanstaltfürWiederaufbauKHM KhammouaneKL KualaLumpurKOICA KoreanInternationalCooperationAgencyLANITH LaosNationalInstituteofTourism&HospitalityLP LuangPrabangLPG LuangPrabangLUXDEV Lux-DevelopmentM&E Monitoring&EvaluationMICT MinistryofInformation,Culture&TourismMKT MarketorMarketingMSME MicroSmall&MediumEnterprisesN/A NotApplicableNBCA NaturalBiodiversityConservationAreaNGO NonGovernmentalOrganisationNPA NationalProtectedAreaNTPC NamTheunPowerCompany,LaosNZAID NewZealandInternationalDevelopmentAgencyODX OudomxayPAM ProjectAdministrativeManual(ADBTIIG)


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PATA PacificAsiaTravelAssociationPDR People’sDemocraticRepublicPIU ProjectImplementationUnitPRIVSEC PrivateSectorREF ReferorReferenceSGDM StGallenDestinationModelSME SmallMediumEnterprisesTIIG TourismInfrastructureforInclusiveGrowthProject,ADBTO TourOperatorToT TrainingofTrainersTRANS TransportUSD UnitedStatesDollarVTE VientianeWWF WorldWildlifeFundWCS WildlifeConservationSociety


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2. DestinationProfile- KhammouaneProvince is located in thecenterofLaoswith itscapitalThakheksittingrighton

theMekongRiver.- Theprovince isborderedbyBolikhamsaiProvincetothenorthandnorthwest,Vietnamtothe

east,SavannakhetProvincetothesouth,andThailandtothewest.- The east of the province is framed by the Annamite Mountain Range that separates

KhammouanefromVietnam.- The province is home to towering limestonemountains, deep cavernousmountain caves and

beautifulmeanderingrivers.- Its history dates back as early as the 6th to 8th centuries when the region was part of the

Sikhottabong Kingdom. Remnants of the ancient civilization include theGreatWall (KampengNyak),MeuangPhoneStupa,andSikhottabongStupawhichisoneoftheholiestpilgrimagesitesinLaos.

- In 2014 Khammouane Province received 472,906 visitors – growth of 170% since 2010. Keygrowth took place from 2012 to 2013 when numbers jumped by 51% from 282,266 to472,9181.ThiswaspredominantlydrivenbytheopeningofthethirdMekongFriendshipBridgethatlinksThakhekwithThailand.

- Internationaltouristsaccountfor66%(313,674)ofwhichThaitouristsaccountforthemajorityof thisand thebalancearewesterners.Of thewesternersmostarebackpackersoradventuretourists2.

- Domestic Tourists account for 34% (159,232)withmost coming for religious tourism and theWatPhaThatSikhottabongFestival3.

- ThekeypullfactorsforThaitouriststoKhammouaneisthecapitalThakhekwhichisonly1hourand30minutesfromtheThaiBorder(NakhonPhanom)andreligioustourismsites.

- Thekeypull factorsforWesterntouristsarethefact it isnotdeveloped(offthebeatentrack-lost-in-timeatmosphere),themotorcycleloop,rockclimbingandexploringthenearbyMahaxaiCaves,karstformations,andthemassiveKhammouaneLimestoneNBCA.

1NationalTourismStatisticReport,Laos-20142Ibid3Ibid


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Figure1:TourismMapofKhammouaneProvince


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LOCATION: OVERVIEW:Distancesfromkeyareas(km)anddriveorflighttime(Hours)

Maintypesoftourismandmostpopularactivities

Topfivemostpopulartouristattractions(includingenvironmental&cultural)

ByRoad:

• ThakhektoVientiane:5-6hoursdrive(337km)

• ThakhektoNakaiNam-Theun:1-1.5hours(76km)

• ThakhektoKongLor:3.5hours(182km)

• ThakhektoNaHin:2hours(146km)• ThakhektoNongPing(HinNamnoNationalBiodiversityConservationArea):2.5–3hours(140km)

• ThakhektoPakse:4hrs30mins(336km)

• ThakhektoSavannakhet:2hours(130km)

InternationalBorderCrossings:

• ThailandBorder:FriendshipBridge2(toThakhek:1hr45mins(127km)orbyFerry(2hours)

• VietnamBorder:CuaKaoChaLotoThakhek:2hrs20mins(148km)

ByAir:ThereisnoairaccesstoKhammouane.TheclosestairportisSavannakhet2hoursdrivesouthofThakhekwithdailyflightsfromVientianeonLaosAirlines.

• Predominantlyindependenttravellerse.g.Backpackers

• Experienceseekers• Adventuretourism• Religioustourism- Festivals- Temples- Motorbikes- Trekking- CavingorSpeleology(studyofcaves)

- Kayaking- Cycling- Boatingonriversandreservoirs

- Swimminginrivers&lagoons(TheFalang)

- Mountainbikes

• Rockclimbingareaof"PhaTamKam"XiengliabCaveinPhouHinBounNPA

• TheLoop–Motorbiketrail• KongLorCave• BuddhaCave• OldThakhekTown(Frenchcolonialarchitecture)

• XebengfaiCaveinHinNamnoNationalBiodiversityConservationArea

• NakaiNam-TheunNatureBiodiversityAreaparticularlytheNakaiPlateau&LakeNakai

• HinNamMoNPAOthers:• Othercaves• NataneValley• Annamitmountains• ThatSikhottabongStupa• KampaengYark(TheGiantWall)• TadNamsanamwaterfall.• TheHoChiMinTrail• NamNgovalley• TheKhammouane/LaosLoopMotorbikeTour

• NamHinbounRiverExpedition• Waterfalls

GEOGRAPHY: WEATHERPATTERN:Approximatesizeofthedestination(km2)andprinciplephysicalcharacteristics(rivers,hills,baysetc.)Dominantinhabitants

LevelofBiodiversity(therangeofdifferentplantandanimalspecies)

Averagesunshinehours,rainfallandseasonaltemperatures4

Coversanareaof16,315km2.Mostlyofforestedmountainousterrain.ManystreamsflowthroughtheprovincetojointheMekongRiver.ThevastforestsoftheNakai-NamTheunBiodiversityConservationAreaareanimportantwatershedthatfeedmanyMekongtributaries.TheXebangfai,HinbounandNamTheunarethemainriversoftheprovince.

HIGHBiodiversity

ThreeNaturalProtectedAreas:- PhouHinBoun,- NakaiNam-theun- HinNamNoNakaiNam-theunPlateauishometooneofthemostunspoiltnaturalareasofSoutheastAsiaandtheworld.

Accessibleallyearround.Rockclimbingcanonlytakeplaceinthedryseason1Oct–30May.Annualrainfallis2,610mm/yr.MonsoonbeginsinMay/JuneandendsinSeptember.HighestrainfallisinAug(750mm).Hottestmonthsare:March–Aug(28.4°C).DailymaximumtemperaturespeakinApril.Coolest&leasthumidmonthsareOcttoFeb(average20°Cto26°C).Bestmonthstovisit.Khammouanewillreceivelargeincreasesinrainfallduetoclimatechange.

4ClimateProfileKhammouane


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TRANSPORTLINKS:Distancefromnearestlocal&internationalairport(km)

Detailsonanyaircarriersand/orcruiselinesbringingvisitorstothedestination

Publictransportfacilitiestoyourdestination

Additionalprivatearrangementsfortransportingvisitorstothedestination

NearestairportisatSavannakhet(2hoursdrivefromThakhek)

NA BusesSongthaewsTukTuk(locallyonly)

MotorbikesCar(4WDrecommendedfortravellinginprotectedareas)Bicycle&Kayaks

POPULATION:No.ofpermanentresidents Populationdensity Seasonality %ofpop.Employedintourism

relatedjobsApprox.330,000 20peopleperkm2 PeakSeason:Nov-

MarchPeakmonth=FebruaryLowSeason:April-OctLowestMonth=June

Unknown???

TOURISTS:

Annualvisitornumbers:total&byprincipalmarketorhub5

Annualarrivalsbytypeoftransport

Averagetouristexpenditure6

Averagelengthofstay

Totalannualvisitors:472,906International:313,579Domestic:159,32724%ofallvisitorstoLaosvisitedKhammouaneProvince.PrimarySourcemarkets(bycountryandnumberofvisitors):Unknown

BusMotorbikePrivatecarLocaltransporttruck

FiguresonlyavailableforallofLaos.International:US$73.3Regional:Av.US$21Giventhelevelinfrastructureandsmallnumberofproductsandservicesonecouldassumeitismuchlessthanthenationalaverage?Correct?

InternationalTourist:Between2to3days(guestimatebasedonagentitineraries)DomesticTourist:1to2days(Guestimatebasedonagentitineraries)NationalAveragelengthofstayinLaos:7.9days

TOURISMAMMENITIES7:Approx.no.ofhotelsandroomsinthedestination:

Othertypesofaccommodationavailable(andapprox.no.)

Approximatenumberofrestaurants(incl.cafes)

Approximatenumberofbars(nightclubs,pubs,etc.)

TotalHotels&GuestHouses:111

- Thakhek-24- BanNaHin-21TotalRooms:1,726

- Thakhek–711- BanNaHin–approx.300+Averageoccupancy:75%

HotelsGuesthousesHomestaysEcoLodgesCommunityguesthouses

91 4

Table1:KhammouaneProvinceTourismDestinationProfile

5TourismLaos2014StatisticalReportonTourism6Ibid.7Ibid


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3. Visionforthedestination,opportunitiesandchallenges3.1 Vision: The vision for Khammouane Province is be a top of mind tourism destination thatconnects visitors with local communities through sustainable eco-adventure tourism contributing toconservationandlivelihoods8.ThisvisionisconsistentwiththenationaltourismvisionforLaos(2012–2020):

ü Developa leading sustainable tourism industry that contributes topro-poor local economicdevelopment.

ü Becomeoneofthepreferredregionalandglobaltourismdestinations.Thenationallevelvisionwillbeachievedby:

a) generatingemploymentandincomeforlocalpeopleb) strengtheningheritageprotectionanddestinationmanagementc) increasingpublic-privatecooperationintourismd) improvingcompliancewithrulesandregulationse) diversifyingtourismproductsandservicesf) improvingthetourismvocationaleducationandtrainingsystem.

ThenationalvisionisconsistentwiththeLaoPDR’sSeventhNationalSocioeconomicDevelopmentPlan(NSEDP)2011–2015,whichsupportssustainableeconomicgrowthandthereductionofpovertyandinequality.ThevisionalsocontributestoregionaleffortstodeveloptheGMScorridoraswellastheASEANTourismStrategicPlan.

8AdaptedfromHinNamMoNPAVision2014


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3.2SWOTAnalysisforKhammouaneProvince

STRENGTHS WEAKNESSES- Anabundanceofnaturalassets:lforests,caves,waterfalls,3nationalprotectedareas,freshair,nicelandscape

- Un-spoiltbytourism:positionedasaresponsibletourismdestinationpromotingcommunitybasedtourism

- USP:theadventurousself-discovery- AncientFrencharchitectureinThakhek- Severaltouristsitescateringtoculture,natureandhistory

- GovernmentandpeopleinKhammouaneareawareoftheimportanceoftourism

- DICTwithgoodstructureandclearplanondevelopmentandpromotion

- Severaltourismproductswithstrongcommunityinvolvement

- Potentialtouristsitesarenotwelldevelopedandmaintained(bothqualityandquantity)

- Poormanagementoftourismsitesleadingtoinsufficientpreservationandtourismservicesatkeysites

- Fewtouristsiteshavezoningallocationàuncontrolleddevelopment

- QualityandreliabletransportationinThakhekisstilllimitedanddifficultfortouriststoaccess?

- Lackoftourismhandicraftsandsouvenirstobuy- Lackofskilledstaffintourismindustry:guides,hospitalityandtransport.

- Fewaccommodationopportunitieswithinternationalservicestandards

- Lackofpublicprivatecollaborationontourismdevelopmentandissues

- Environmentalconservationofkeytourismassetsisstillnotsufficient

- Lackofroadsidedirectionalsignagetositesandinterpretativesignageatsites

- Tourismoperatorslackexperience,fundsandskilledstaff- KhammouaneisnotwellknownbeyondLaosandevenfortravellersvisitingLaosawarenessislow(ahiddengem)

- Nodirectaccesspointi.e.nodomesticairportwhichmakesitdifficultforWesterntourgroupstobuilditintoatime-boundprogramme

- Limitedstrengthsofprivatesectortoco-managetourismdevelopmentleadingtosupplydrivenpoorqualityproductsandservicese.g.limitedWesternmanagedaccommodation

- Seasonalityoftourismmakesitdifficulttoemploypeoplethroughouttheyear

- Lackoflocalsupplychainse.g.alotoffooditemsareimportedfromneighbouringcountriesàhighlyinflatedcosts


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Table2:KhammouaneProvinceTourismDestinationSWOT:Strengths,Weaknesses,OpportunitiesandThreats.

OPPORTUNITIES THREATS- Provincialgovernmenthasapolicyfortourismdevelopmentandpromotioninlinewithtourismgrowthintheprovince

- Provincialgovernmenttakestourismasoneofthe3keysectorsforsocio-economicdevelopmentfortheir5yearplan

- Connectivitywithneighboringcountries(2internationalcheckpoints)andotherprovinces(road8,11,12,13)

- Airportinneighboringprovincesoracrosstheborders(goodconnectivity)

- Thereiscooperationbetweenthreecountries(Vietnam,ThailandandLaos)àchancefortourismdevelopment

- IncreaseofinvestmentinthecountryandforeignershaveinteresttoinvestintoKhammouane(AECwillsupportthistrend)

- ManydevelopmentprojectsandpartnerspresentinThakhek(GIZ,ADB,NZ-MICT,Tetraktys,LuxDev)thatallowsforacoordinatedeffort

- Unexploredmarketswithgoodpotential,e.g.theexpatmarketsinBKK,VTEandVietnam.DirectflightsfromBKKtoKhanomPhanomjustacrosstheborder

- Politicalconflictinneighboringcountries(Thaimilitarycoup)

- Environmentalpollution,e.g.alongtheMekonginThakhek

- Non-Responsible tourism management!!! E.g.Negative impacts of tourism on local culture andenvironment and concession holders do notcarefully think about the responsiblemanagementoftourismsites

- Negativeinfluenceoftouristsonlocalcultureandenvironment

- AECwillincreasecompetitionontourismintheregion

- AECwillpotentiallyincreasenegativeimpactsoftourism(humantrafficking)

- Implementationofpoliciesandlawsfortourismisnothandledstrictly,whichposesathreatfortourism

- Potentialconflictingtourismflowswithdifferentinterestsandpreferences,e.g.visibleinThakhek,whereentertainmentseekingThaitouristsmeetrathercultureandquietfocusedWesterntourists

- Lackofactiveprivatesectorinvolvement- Growthofglobalterrorism- FinancialCrisisinexistingkey&potentialtourismmarkets


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3.3UniqueSellingProposition&DestinationPositioning:

‘Discovertheunknown….ahiddengem’9The Unique Selling Proposition (USP) of ‘Discover the unknown….a hidden gem’ for KhammouaneProvincestemsfromthefactthatKhammouaneisrelativelyuntouched,unknowndestinationthathasthe potential to deliver amazing adventures. It is a destination for those prepared to explore anddiscover – experiential eco adventurers rather than those who just like to sight see. The USP issupported by its focus to expand on eco-adventure responsible tourism products and services thatcontribute to the conservation of both the environment, traditional cultures and pro poor localeconomicdevelopment.Incomparisontoitsnationalcompetitors,i.e.otherprovinces,Khammouaneistheleastexploredandtheleastknownamongstinternationalvisitors.KhammouaneProvincehasanopportunitytoturnthisintoapositivebecomingoneoftheleadingeco-adventureresponsibletourismdestinationsinLaos.Figure2belowshowsKhammouaneProvince’scurrentandfuturedestinationpositioningcomparedtootherkeytourismprovincesinLaos.

Figure2–KhammouaneProvinceDestinationPositioningMap

9AdaptedfromworkdonebyTRCinHinNaMoNPA.

KhammouaneDes,na,onPosi,oningMap

Cultural

Natural

ToExperienceToSee

LuangPrabangVien,ane

Capital

Vien,aneProvince

Khammouane

Oudomxay

NorthernLaos

CurrentPosi,on

FuturePosi,on

Khammouane

SoutherrnLaosi.e.Champasak

LuangNamtha


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4. Market-basedanalysisofcurrentvisitors

4.1Introduction

Whatarevisitorflows?Astrategicvisitorflow(SVF)isaunitofmeasurementthatmapsouthowvisitorsmoveto/fromorwithinadestination.Theyreflectthewaytouristsinteractwithadestination:theattractionsvisited,activitiespursuedandexperienceslived.SVFsconsistofspecifictravellersegmentswithsimilarmotivationsandthatpursuesimilaractivities.Theytendtobelocalized(e.g.canbemapped),significantinnumbers,havetheirowndemand-supplymechanisms,exhibitindividualdynamicsandlifecycles,createbusinessopportunitiesandcanbeanalyzed,managedandcommercialized.SVFsareusedasthebasicunitofanalysisfordestinationmanagement.Whyusingindividualvisitorflowsasmainunitofanalysisisimportant?Usingvisitor flows (SVFs)asamainunitofanalysisensures that thedestination isdevelopedusingademanddrivenapproach rather thana supplydrivenapproach.All toooftendestinationshavebeendefinedandboundbypoliticalandadministrativeborders.Theseborders,moreoftenthannot,donotreflect theway tourists interactwith a destination. Additionally activities of the destination becomemorefocusedonwhatthestakeholders(private&public)thinktheyneedratherthanwhatthevisitoractually needs. The use of SVFs enables the destination to improve the destination and the overallvisitorexperiencebasedonwhatthevisitorsneeds:- Whatdrivesthemtothedestination?- Whatmotivatesthemtocometothedestination?- Whatdotheydowhentheyarrive?- Howmuchdotheyspendandonwhat?- Whendotheycome?Wheredotheycomefrom?- Wheredotheygo?Wheredotheystay?- Wheredotheygotowhileorafterstayingatthedestination?


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4.2AnalysisofStrategicVisitorFlowsThefollowingtableprovidesananalysisofthekeystrategicvisitorflows(SVFs)forKhammouaneProvince.Foreachflowthetabledetailsitscharacteristics;themotivationsthatdrivethevisitortoKhammouaneProvince,theseasonality;thenumberoftouristsintheflow;theirestimatedaveragespendingperdayperperson;keypeopleonthedemandsidethatinfluencetheirdecisiontobookaholidaytoKhammouaneProvinceandkeypeopleonthesupplysidethatplayaroleintheirvisit.DuetothelackofstatisticsavailableformanyoftheflowsinKhammouaneProvince,almostallfigureshavebeencalculatedbasedoninputfromprivatesectorstakeholdersandtheDICT.

PrioritisedFlows

Characteristicsofflow(age,nationality,income,fromwheretowhere,whatactivitiesetc.)

Motivationsthatdrivetheirvisit

Whendotheycome

Howmanycome

Estimatedspendingperdayperperson(USD)

Keypeopleondemandside

Keypeopleonsupplyside

RockClimbing

Predominantly independent travellers who arepassionate about rock climbing. They are usuallyalreadyinLaosonholidayoraremakingthejourneyfrom Thailand (Bangkok, ChiangMai) or the regionspecificallytorockclimb.Someschoolgroupsalsocome.Fewdomestictourists.Theygenerallystay2to3nightsordodaytripsfromThakhek(true?)Accommodation&campingfacilitieshaveacapacityofabout100.SomedaytrippersstayinThakhekandtraveloutfortheday.

RockclimbingAdventureNature

Oct – Mar (dryseason for safetyreasons. Therocks are tooslippery to climbduring the wetseason)

Approximately100perdayfor6months10.Total-18,000Workinggroupestimated85,000???Overnightvisitorsaccommodated=???in10bungalowsand2dormsplustents.

US$80toUS$125perday.Rentalofclimbinggear=US$25/dayAccommodation:US$6toUS$20pernightFood:Av.US$10Climbingcourses:US$30toUS$100Transport:US$30++

ClimbingClubsOther climbingfriendsAdventureClubsClimbingwebsitesTripAdvisor

GreenDiscovery

TheLoop(Often called theKhammouane orKongLorLoop)

Motorbike(on&off-road)enthusiastsandindependentadventuretravellers/backpackers.PredominantlyfromWesterncountries.TheLoopRoute:(Thakhek=>ThaLang=>Nahin=>Konglor=>ThaKhek(viaViengKham)

Adventure!Nature&Landscapes!Achallenge!

All year roundwith bulk arrivingNov-Mar. Roadsare seriouslychallenging in themonsoon

UnknownPossibly200or300peopleperyear?

US$15 toUS$25 perday perpersonMotorbike

Blogs fromprevious bikerswho had donetheloop.TripAdvisor

Guests houses andbike shops in Thakheke.g. Thakhek travellodgeRestaurantsandGuest

10Source:DeputyManagingDirector,GreenDiscoveries,November2015.


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PrioritisedFlows



Whendotheycome

Howmanycome




UsuallydoneinacounterclockwisedirectionaroundPhouHinPounNationalBiodiversityConservationArea.Mostridersincorporatestopsalongthewayatanumberofcavesandotherpointsofinterest.A50mile(80kmRT)detourtothevillageofKong-Lo(Konglor)isoftenaddedfortakingamotorboatontheamazing4.5mile(7.5km)subterraneanriverthroughKonglorcave.Itusuallytakes3to4daysanditsprettygruelingduetooffroadandroadconditions.Bikersstayinguesthousesorhomestaysandgenerallystopatroadsidefoodstalls.

hire: US$12 /dayFood: US$3 -5/dayAccommodation: US$6 perdayPlusfuel

HousesalongthewaySome travel agentsbased in LP or VTEwho specialise inadventuretravel.

IndividualThaiWeekenders

Independenttravellers.Aged20to50years.MiddleincomeearnerfromThailand.Liketotravelincomfort.StayinThakhekandtraveltoseecaves,StupaTheycrosstheborderatFriendshipBridge2anddrive1hour30minstoThakhekorbyboat.Enjoysightseeing.Tendtostay1to2nights.Theseecaves.

1.SeesomethingdifferentoutsideofThailand(Sightseeing)2.Nature3.Culture

MostweekendsallyearroundwithpeaktimesduringThaiNewyear.

UnknowninternationaltouristspassingthroughiteveryyearofwhichthemajoritywouldbeThais.Guestimatefromworkinggroup=1,200??

UsuallyspendbetweenUS$20andmaxUS$50perday

Onlinechannelsarekeytriggerse.g.TripAdvisor,Pantip.com,Sanook.comandMthai.comandsocialnetworkse.g.Facebooknewsfeedandupdates,adsandreviews.

Othersincludefamilyandfriends,personalinterestsinthedestinations

ThaitravelagentssellingpackagedweekendsTravelagentsinKhammouanethatspecialiseinThaiclients- InterCaravanTour- SKTravelbasedinKhammouaneThakhekGuesthouseandHotelOwners

BounSouangHeua(boatracingfestival)

Predominantlydomestictourists(familiesfromalloverKhammouane).ThaiTouristswhoareinvolvedintheboatraceandinternationaltouristswhojustsohappentobethereatthesametime(motivatedbyotheractivities)DuringthefestivaltheyalsovisittheStupaandsomeofthecaves.

CelebrateBuddhistLent(OrkPhansaa)

Octobereveryyear

Unknown–DICT?

??? RadioNewspaperWordofmouth

GuesthousesandhotelsinThakhek


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PrioritisedFlows



Whendotheycome

Howmanycome




Sikhottabong/MuangkhaoFestival

Predominantlydomestictourists(familiesfromalloverKhammouaneandotherprovinces)InternationalvisitorsfromThai?Thefestivalislocated8kmsouthofThakhek

ReligiousMerit

Festival:7daysinJanuary/February

10,000++visitorsperday11

100,000kipexpenditure.ProposedEntryfeesofKN5,000forinternationalvisitorsandKN3,000forlocalvisitors

GuesthousesandhotelsinThakhekTravelagentsinKhammouanethatspecialiseinThaiclients- InterCaravanTour- SKTravel

SikhottabongStupa

PredominantlyThakheklocalsanddomestictourists(fromdifferentdistrictsofKhammouaneanddifferentprovinces)withsomeinternationaltourists(Thaiandwesterners)whoarespendingthenightinThakhekandvisitthisholystupajust6kmfromthetowncentre.

ReligiousMeritCulturalHeritage

Anytimeduringtheyearespeciallyweekends.

In2012Totalvisitors:105,800Internationalvisitors:31,740Domesticvisitors:74,0601210,000peopleperdayduringfestivals,LaoNewyearandotherpublicholidays.**SeepredictionAnnex3

Averageexpenditure100,000kipfordomestictourists.**TBC–fromworkinggroup

GuesthousesandhotelsinThakhek

ReligiousTourism

Aged30+-middletohighincomeearners.FromLaosdomestictourists(VTE,Savannakhet,Pakse)andThaiPilgrims–canbeindependenttravellers(usuallyLaos)orpackagetours(morelikelytobeThai)UsuallyincludeThakhek(aspartofalargerpilgrimagerouteonbothsidesoftheMekonge.g.PhraThatPhanom&PhraThatUtehninThailand,

ReligiousMeritatSikhottabong

Anytimeoftheyear

Groupworksaid15,000??Needstobeconfirmed.

US$20perday(dependingontheirhotel)

ThaitravelagentswhospecialiseinpilgrimagetoursGuesthousesandhotelsinThakhekTravelagentsinKhammouanethat

11InstitutionalAnalysisandarrangementsforO&MofProjectFacilities,ADBGMSTourismInfrastructureforInclusiveGrowthproject(2014)12ADBTourismDemandAnalysis,2013


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PrioritisedFlows



Whendotheycome

Howmanycome




ThatingHanginSavannakhetandSikhottabonginThakhek.SomealsovisitThamXangCaveoutsideofThakhek.WillspendonenightinThakhekandsomeThaivisitorsmayjustspendtheday.

specialiseinThaiclients- InterCaravanTour- SKTravel

EcotourismHinNamNo-XebangfaiCaveHiChiMinTrail?

Aged18to50yearsold.Adventure,Ecotourists–independentwesterntravellers.Mostgothemselvesordoa2/3daytripwithGreenDiscoverybasedinKhammouaneStayovernightThelargestactiverivercaveMostpeopleuseajeep(rented&expensive),rentamotorbikeorpublictransport(noteasy&takesalongtime).ThentakealongboattoBanThamNamlortvillageandKayakfor7hoursthroughthecave.Picnics.SomeorganizedtripsalsoincludetrekkingUsesmallvillageguesthousesorhomestaysorcampusingownequipmentorthatofacompanye.g.greendiscovery.

AdventureSpeleology(studytour)

DryseasononlyOct-May

Thenumberofvisitorsincreasedby50%from332inthedryseasonof2013to465in201413.Estimatedat1,600for2015byworkinggroup?Domestic:1,400Foreigners:200????Checkthis???

US$20–US$70

TripAdvisorWordofmouthBackpackerforumsGuidebooksWebsiteof

TheKhammouaneDICTsellstransportTravelcompaniesinThakhekorVTEe.g.GreenDiscovery

EcotourismKhongLorCave&theNataneValley

SomedomesticbutmainlyIntrepidinternationaladventuretravellersSpend2to3hoursinthecave.Useseverallongboatsanddosometrekking.Onesmallvillagetovisit(10minutewalk)offthebeatentrack.Otheronlyasmallsnackshop.MostdoadaytripfromBanNahinandsomeovernightatabout4kmfromthecave(SalaHinhounGuestHouseorhomestays.)SomepeoplestartattheExitandtrektotheentranceofthecavewithaguide(4hours)andthen

AdventureSpeleologyUnspoiltvillagelifeNature

Dryseasononly? 2005=600visitors2011=6,700142014/15=10,000–estimatedbytheworkinggroup???

US$15–US$120perpersonperdayTransport&Accommodationdependent.

TripAdvisorBackpackerforumsGuidebooksTouristInformationCentreinKhammouaneWordofMouthTouristinformation

TravelcompaniesinVTETouristInformationCentreinKhammouaneAndsometravelagentsinKhammouane-KhammouaneEco-guideUnitService-GreenDiscoveryLaos

13HinNamNoProtectedArea,EcoTourismUnit14AsiaDevelopmentBank(2015)TogetherWeDeliver2014:FromKnowledgeandPartnershipstoResults.Chapter10:Cambodia,LaoPDRandVietnam:AwelcomechangeforVisitors.PrintedinthePhilippines,2015.


18

PrioritisedFlows



Whendotheycome

Howmanycome




boatoneway(1hour)Otherstakeaboatupandbackfromtheentrance(2to3hours)Cycling?

centreKhammouane

BoatridersandguidesbasedinKongLorvillage.

EcotourismNakaiNewFLOW

Underdeveloped–currentlyonlyfewindependentbackpackersornatureloversandbikersdoingtheLoopvisittheplateau.TherearecurrentlynoactivitiesoraccommodationoptionontheplateaualthoughthereisplentyofpotentialnearthetankandtheNatanevalley–perfectforecotourism-cultural&naturalsites.CouldalsoopenupanewaccessroutetoKongLorCave.Nakaitownhasafewguesthousesandrestaurants.Limitedknowledgeofhowtoexplorethisnationalpark.SomepeoplestayinNamTheunandvisittheNamTheun2VisitorsCentrelearningaboutthehydroscheme.Moredevelopmentrequired.

WanttogetoffthebeatentrackNaturelovers

Dryseasononly? In2014,morethan3000touristscrossedthedistrictofNakaiofwhich1/3(1,000)wereforeigntourists15

ElephantCave(XangCave)

Predominantlydomestictourists(pilgrims)Pilgrimsvisitthesiteeveryyear,usuallyaroundtheLaoNewYearinApril,tosprinklewaterontheelephantheadandprayforgoodhealth.AlsosomeInternationaltourists–independenttravellersontheLooprouteandThaiweekenders/religiouspilgrims.MostvisitorsgobytuktukfromThakhek.AndwilloftenbuysomethingFood&drinkproviderinBanThamvillage.Mayspend1houratthecave.

ReligiousmeritCulturalHeritage

AprilispeakseasonDryseasononlyOct–May(difficulttoaccessinrainyseason)True?Orallyearround?

2014/15=6,650??Estimatedbyworkinggroup.True?2012Figures:Totalvisitors:4,525Internationalvisitors:1,000�Domesticvisitors:3,52416.Thamvillagein2013receivedonaverage300

Transportcostsonly.MaxUS$5

KhammouaneTourismInformationCentreFriends&family

TuktukdriversinThakhekandBanThamGuesthousesinThakhekRestaurantsinBanTham

15Tetraktys,June201516InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,ADB(2013)


19

PrioritisedFlows



Whendotheycome

Howmanycome




touristspermonth17Total=approx.3,600peryear(2013).ADBprojections=9,300in2014?&15,600(24%international)in2018/19

BuddhaCave

PredominantlydomestictouristswithsomeInternationaltourists–independenttravellersontheLooprouteandThaiweekenders.AtuktukridefromThakhek.ThelocalvillageofNaKhangXanghasstallssellingsnacks,drinks,seasonalfruits,andincenseproducedintheVillage.ThisisahalfdaytripfromThakhek?TurtleLake–includedinthisflow

ReligiousmeritCulturalHeritageSpeleology

Allyearround? 40,000plus18 TransportSmallEntranceFeeDrinks,incenseetc.MaxUS$5


TukTukdriversinThakhekStallssellingitems.

KounKonLengLake

DomestictouristsandInternationaltourists–independenttravellersontheLooprouteandThaiweekenders.AtuktukridefromThakhek.ThelocalvillageofNaKhangXanghasstallssellingsnacks,drinks,seasonalfruits,andincenseproducedintheVillage.Swimmingandboating

ReligiousmeritCulturalHeritageLandscapes

Onlyindryseason.

Unknown–DICT?

TransportSmallEntranceFeeDrinks,incenseetc.MaxUS$5


GreenDiscoveryTukTukdriversinThakhekStallssellingitems.

TurtleLake(NongTaoorNongPaFa?)OppBuddhacaveorapartofthesameflow????

Visitsfrom25-55,middleincomefamilycomingfromThailand.Boating,swimming,fishing,picnic

CulturalHeritage(HistoryoftheLake)Religiousbeliefs

Allyearround? Unknown–DICT?

TransportSmallEntranceFeeDrinks,incenseetc.MaxUS$5


GreenDiscoveryTukTukdriversinThakhekStallssellingitems.

Table3:KhammouaneProvince:AnalysisofStrategicVisitorFlows

17Source:LaosPilotProject,MICT18Source:TourisminSouthEastAsia.ChallengesandNewDirections,2008


20

4.3PrioritizationofStrategicVisitorFlowsThefollowingcriteriawasusedforprioritizingtheStrategicVisitorFlows:

1. Arethenumberofvisitorsfromthisflowsignificantandwhatistheirgrowthpotential?Ø 1.5-3=largervisitornumberswithhighgrowthpotentialØ 0-1.5=smallernumbersofvisitorswithlimitedgrowthpotential

2. Whatistheaveragespendpervisitorperday?Ø 1.5-3=aboveaverage/significantspendperdaye.g.>USD70Ø 0-1.5=belowaverage/smallspendperdaye.g.<USD40

3. DoesthisflowhaveapositivecontributiontoResponsibleTourismi.e.itssocial,environmentalandeconomicimpactsaremorepositivethannegative

Ø 1.5-3=thepositiveimpactsofthisflowaregreaterthanthenegativeimpactsØ 0-1.5=thenegativeimpactsofthisflowaregreaterthanthepositiveimpacts

Note:Withtheabsenceofcomprehensivestatistics,scoringwascompletedbased input fromprivatesectorstakeholdersandtheDICT.Table4belowshowsthe14flowsthatwererankedforKhammouaneProvince,highlightingthetop5flows.

Rank

FlowScoring1to3 No.ofTourists Av.Spendpervisitorperday

ContributiontoResponsibleTourism

Total(outof9)

1 EcotourismKhongLorCaveNatane 3 3 3 9

2 IndividualThaiWeekend/Overnight(Thakhek:Hubandspokebehaviour) 3 3 2 8

3 TheLoop(ADBpriority) 2 3 3 84 BuddhaCave 3 3 2 8

5 SikhottabongStuparegularvisits(ADBpriority) 3 3 1 7

6 EcotourismHinNamNo;XebangfaiCave 1 3 3 77 EcotourismNakai 1 3 3 78 ElephantCave(ADBpriority) 2 2 3 79 Rockclimbing 1 3 3 7

10Sikhottabong/MuangkhaoStupaandFestival(7daysinJanuary/February) 3 2 1 6

11 BoatRacingFestival 3 2 1 612 ReligiousTourism 2 2 2 613 KonLengLake 2 2 2 6

Table4:KhammouaneProvinceStrategicVisitorFlowsRanking&PrioritizationScoreCard&Rank


21

4.4OverallConclusionofAnalysisThefollowingarekeyconclusionsfromtheKhammouaneProvinceStrategicVisitorFlowAnalysis:1. Raise awareness of all flows:Amongst international visitorsKhammouaneProvince is oneof the

least known tourism destinations in Laos. In order to become more competitive and attract asignificant percentage of Laos’s international visitors, individual flows (with the exception of rockclimbingwhichisatcurrentcapacity)needtoimplementstrategicmarketingactivitiestoraisetheirawarenessandprovidetouroperatorswiththeappropriateinformationneededtoselltheflows.

2. Develop experiential eco-adventure products and services:KhammouaneProvince is at the very

earlystagesofitsdestinationlifecyclewithlimitedtourismdevelopmenttodate.AlmostalloftheflowsoccuroutsideofThakhekinremotewildernessandprotectedareas.KhammouaneProvince’skeypointofdifferentiationisitsabundantnaturalassetsthataresuitableforeco-adventuretourismproductsandservices.Mostflowsneedtodevelopmoreexperientialproductsandservicesaswellasinvestingininfrastructuretoimprovetheoverallvisitorexperience.

3. BuildskillsoftourismSMEsinallflows:Thedestinationneedstofocusonimprovingthestandards

ofexistingproductsandservicestoensuretheymeetinternationalstandards.Almostallflows(withtheexceptionofRockclimbing)currentlydonothavethehumanresourceswiththeknowledgeorskills tomake the improvements.Building the capacityof SMEsand theirworkforce ina rangeofskills(hospitality,language,transportsafetyetc.)willbekey.

4. ResponsibleTourism:WithanabundanceofnaturalassetsbeingthekeystrengthforKhammouane

Provinceall tourism shouldbedeveloped responsibly ensuring that thenegative economic, socialand environmental impacts of tourism are minimized and the positive impacts are maximised.Focussing on the development of Eco-Adventure tourism products and services will beadvantageous with responsible tourism inherently built into these. However all flows shouldconsider having clear responsible pro poor tourism criteria and guidelines to ensure the naturalassetsaresafeguardedandthecommunitiesaroundtheseassetsbenefit.

5. Synergiesbetweenkey flowsand their targetaudience:Severalstrategicvisitor flowsattractthe

same targetaudiencese.g.Adventure travellers forallEcotourism flows, caves, rockclimbingandtheLoop.Thekeypeople/influencesonthedemandandsupplysidesarethesame.Thesynergiesbetweentheseflowsshouldbeleveragedformarketingactivities.Taskforcesshouldworktogethertoseehowtheycancollaboratetomaximisetheirmarketingspendandtrainingofstaff(currentandpotentialworkforce).

6. Conflictbetween flows:Visitors in theThaibusgroupflowhavedifferentmotivations,needsand

wantsofthedestinationcomparedtothoseofmanyotherflowsthatattracttheEuropeanmarket.WhilstrecognizingtheimportanceoftheThaibusgroupitisimportanttoacknowledgethepossiblelongtermconflictsanddevelopproductsandservicesthatwillensurefutureconflictisminimized.

ThedetailedactionplaninSection8specifiesactivitiesforeachflowandforthedestinationingeneral,includinganallocationofresponsibilitiesandresources.TheactionplanincludesspecificactivitiestoaddresstheaboveconclusionsandassistcapitalizeonthestrengthsandopportunitiesaswellasovercometheweaknessesandthreatshighlightedintheSWOTanalysis.


22

5.DestinationActionPlanThefollowingisacomprehensiveDestinationActionPlanforKhammouaneProvince.DestinationManagementActivityPlan,KhammouaneProvince(2016–2018)

Code Nameofvisitorflow Identifiedactionstostrengthenflow Prioritylevel:1=high2=med3=low

Leadrespons.

Timing Resourcesneeded(USD)

Potentialsourceoffunding

Additional resources needed intermsofHRexpertise(costfortheHRexpertiseisincludedintheresourceestimates)

1 Individual ThaiWeekend/Overnight(Thakek: Hub andspokebehaviour)ກະແສນັກທອງທຽວໄທ

ບຸກຄົນ (ທອງທຽວບັນເທິງ)

1.5Specificpromotion targetingThailand throughThailand based travel agents: BKK based Thais,Thaisinneighbouringprovinces1.5ເຮັດການສງເສີມແບບເຈາະຈົງເປາBາຍຢູປະເທດ

ໄທໂດຍຜານຕົວແທນທອງທຽວທປະເທດໄທເນນໃສຄົນ

ກຸງເທບ ແລະຄົນໄທທຢູຈັງPັດໃກຄຽງກັບແຂວງຄຳ

ມວນ

2 DICT withThai basedtravelagents

Mar 16 –Dec18

5000 -TIIGP-NZ-MICT

Thai based marketing expertise,Thai based travel agents andDMCs

1.6 Improve online information (WebpageinformationinThailanguage)1.6ປັບປຸງຂມູນຂາວສານທາງອິນເຕີເນັດ (ຂມູນເວັບໄຊພາສາໄທ)

2 Marketingtaskforce

Jan – Jun17

2000 -TIIGP-NZ-MICT

Laobasedcopywriter

2 Western organized

group tours (notselected as a coreflowbasedoncriteria)

2.1 Work with VTE based travel agents on tourpackages and itineraries including Khammouane(smaller experiential focused groups, arrival inLaos through Nahkon Phanom – Thakek bordercrossing)


Jul 16 –Jun17

N/A N/A VTE based DMCs; Thai basedtravel agents/DMCs catering toWestern experiential group tourmarket

2.2OrganizeafamtripforVTEbasedtravelagents 2 Marketingtaskforce

Mar –May17

3000 -TIIGP-NZ-MICT-Priv.Sect.

Lao based expertise for fam triporganization, e.g. VTE basedDMCs

3 Sikthotthabong/

MuangkhaoStupa and Festival (7days inJanuary/February)ກະແສນັກທອງທຽວ

ເທດສະການພະທາດ

3.1Reducepricesforthesettingupoftentsduringfestival3.1[ຸດລາຄາສຳລັບຄາເຊາຮານໃນໄລຍະບຸນ

3 EventtaskforceunderleadershipofDICT

Jan/Feb16-18

N/A N/A N/A

3.2 Improve management and coordination offestival, including announcement/informationsharing,trafficmanagement,organizationofspace

2 EventtaskforceunderDICT

Nov 15,16,17

10,000 -TIIGP- Gov. budget;eventincome

Lao based event managementexpertiseResponsible tourismexpertise to


23


Leadrespons.




ເມືອງເກາ (ໄລຍະ 7 ມໃນເດືອນມັງກອນ-ກຸມພາ)

during the event and cleaning up after event(eventtaskforce)3.2ປັບປຸງການຄຸມຄອງແລະປະສານງານການຈັດງານ

ບຸນ, ລວມເຖິງການຄຸມຄອງການຈໍລະຈອນ, ການຈັດ

ສະຖານທໃນໄລຍະບຸນ ແລະການອານາໄມພາຍ[ັງ

ງານບຸນ (eວຍງານສະເພາະກິດຈັດງານບຸນ)

leadership assist minimise the negativeimpacts

3.3 Promotion of Sihkottabong festival to specificnearbymarkets (domesticmarkets inneighboringprovinces, Thai and Vietnamese markets acrosstheborder)3.3ເຮັດການສງເສີມໂຄສະນາບຸນພະທາດເມືອງເກາໂດຍ

ເລງໃສພນທໃກຄຽງ (ປະຊາຊົນທຢູແຂວງໃກຄຽງ, ປະຊາຊົນທມີຊາຍແດນຕິດຈອດ ໄທ ແລະPຽດນາມ)


Nov–Jan15, 16,17

2000 -TIIGP- Gov budget;eventincome

3.4 Developasiteprotection/managementplanspecificforthefestivale.g.wastemanagementandwaystominimisethenegativeimpactsofthefestivalontheheritageasset

1 Eventtaskforce

June16–Dec18

3,000 -NZ-MICT-TIIGP

ResponsibleTourismspecialist

4 Boatracingfestival

ກະແສເທດສະການ

ບຸນຊວງເຮືອ

4.1 Improve management and coordination offestival, including announcement/informationsharing,trafficmanagement,organizationofspaceduring the event, noise management during theevent and cleaning up after event (event taskforce)4.1ປັບປຸງການຄຸມຄອງແລະປະສານງານການຈັດງານ

ບຸນ, ລວມເຖິງການຄຸມຄອງການຈໍລະຈອນ, ການຈັດ

ສະຖານທໃນໄລຍະບຸນ, ການຄຸມຄອງການນຳໃຊເຄອງສຽງໃນໄລຍະງານບຸນ ແລະການອານາໄມພາຍ[ັງງານ

ບຸນ (eວຍງານສະເພາະກິດຈັດງານບຸນ)

2 EventtaskforceunderDICTleadership

Sep/Oct16, 17,18

10000 -TIIGP- Gov. budget;eventincome

Lao based event managementexpertise

4.2 Promotion of boat racing festival to specificnearbymarkets(Thaimarket,VTEbasedexpats)aspart of attractive packages (boat racing cumecotourismholidaypackage)4.2ເຮັດການສງເສີມໂຄສະນາບຸນຊວງເຮືອໂດຍເລງໃສ

ພນທໃກຄຽງ (ກຸມເປາBາຍຕະ[າດນັກທອງທຽວໄທ, ຊຽວຊານຕາງປະເທດທເຮັດວຽກຢູວຽງຈັນ) ໂດຍເຮັດໂປ


Nov–Jan15, 16,17

2000 -TIIGP- Gov budget;eventincome

N/A


24


Leadrespons.




ແກມທອງທຽວແບບ[າຍກິດຈະກຳສຳລັບວັນພັກ (ງານບຸນຊວງເຮືອ - ການທອງທຽວທາງທຳມະຊາດ)

5 Religioustourism

ກະແສນັກທອງທຽວ

ສາດສະeາ

5.1Set-upinformationboardsattemplesandsitesto improve information about history oftemples/sites (important to do this in a unifiedway throughout thedestination inorder to live aspecificdestinationbrand,stilltobedeveloped)5.1ສາງກະດານຂມູນຂາວສານຢູບັນດາວັດຕາງໆ ແລະບັນດາສະຖານທ ເພອປັບປຸງ ດານການໃຫຂມູນທກຽວກັບປະPັດຄວາມເປັນມາຂອງວັດ-ສະຖານທ (ເປັນຈຸດສຳຄັນທຈະຕອງເຮັດເພອໃຫເປັນໃນທິດທາງດຽວໃນ

ຈຸດBາຍປາຍທາງການທອງທຽວເພອສາງ ສັນຍາລັກ

ໃຫກັບຈຸດBາຍປາຍທາງການທອງທຽວ ທຈະຕອງໄດ

ຖືກພັດທະນາແລະສາງຂນ)


Jul – Dec16

15’000 - TIIGP- NZ-MICT

Lao,ThaiandEnglishcopywritingexpertiseLao based history and researchexpertiseLao based design expertise(follow-brand expressionguidelines)

5.4 Promotion of religious events and sites todomesticandThaimarkets(targetedmarketing)5.4ສງເສີມໂຄສະນາງານບຸນສາດສະeາ ແລະ

ສະຖານທໃຫກັບຕະ[າດນັກທອງທຽວພາຍໃນປະເທດ ແລະປະເທດໄທ (ການຕະ[າດເຈາະຈົງກຸມເປາBາຍ)


Jul 16 –Dec18

2000 - TIIGP- NZ-MICT

N/A

6 Sikthotthabong Stuparegular visits (ADBpriority)ກະແສນັກທອງທຽວ

ພະທາດສີໂຄດຕະບອງ

6.1 upgrade approximately 2 km of internal roadtoDBSTstandard6.1ຍົກລະດັບເສນທາງພາຍໃນບໍລິເວນໃຫໄດມາດຖານ ( 2 ກິໂລແມັດ) DBSTstandard

1 DICTPIUAccord.goTIIGPPAM

1080000 - TIIGP AccordingtoTIIGPPAM

6.2rehabilitateinternalroadbridge6.2ປັບປຸງເສນທາງ ຂົວພາຍໃນບໍລິເວນ6.3construct4000sqmparkingarea6.3ສາງສະຖານທຈອດລົດໃນເນອທ 4000 ຕາແມັດ6.4constructpublictoiletblockswithsanitation6.4ສາງຫອງນສາທາລະນະທຖືກສຸກຂະລັກສະນະ6.5 rehabilitate existing two storey structure tobecome information center with interpretationfacilitiesandretailspace6.5 ປັບປຸງຕືກສອງຊນທມີຢູໃຫເປັນສູນຂມູນຂາວສານທ

ມີພະນັກງານໃຫຄຳແນະນຳ ແລະເປັນບອນຂາຍເຄອງທ


25


Leadrespons.




ລະລຶກ6.6constructfoodandbeveragekioskstoimprovefoodavailabilityanddiversity6.6 ສາງຮານຂາຍເຄອງດມ ແລະອາຫານ ເພອປັບປຸງການສະeອງອາຫານໃຫພຽງພໍ ແລະມີຄວາມ[າກ

[າຍ6.7 improve landscape features to create publicgreenspaceforresidentsandtourists6.7 ປັບປຸງຈຸດເດນຂອງສະຖານທເພອສາງພນທ

ສາທາລະນະສີຂຽວສຳລັບຄົນໃນພນທ ແລະນັກທອງ

ທຽວ 6.8 construct a solid waste transfer station withsmallmaterialsrecoveryfacility6.8ສາງສະຖານີຂົນສງສງເສດເsືອຂເuອ6.9 install rubbish bins, signage and informationboards6.9ຕິດຕງຖັງຖມຂເuອ ແລະກະດານຂມູນຂາວສານ6.11 Develop innovative facilities for self-guidedtours(e.g.podcasts)6.11 ສາງແຜນທທອງທຽວສຳລັບນັກທອງທຽວໃຊເອງ

ດາວໂsດໄດທາງອິນເຕີເນັດ


Mar –Sep17

5000

TIIGP

Design andmedia students fromVTEorfromabroad

6.12 EstablishtheManagementCommitteeforSikhottabongStupaSite.

1 Sikhottabong StupaTaskforce

April 16 -ongoing

NA NA

6.13 OrganizeamarketspaceforsellinglocalproductsaroundSikhottabongStupae.g.food,handicraftsetc.

1 DICTPIU Jun 16 –Dec18

5,000 NZ-MICTTIIGP

6.14RestorationofninetraditionalhousesatSikhottabongStupaareatobecomeantourismactivity

1 DICTPIU Jun 16 –Dec18

??? TIIGP CulturalHeritageexpertArchitects

7 The Loop (ADBpriority)ກະແສ ເດລີບູ TheLoop(ADBpriority)

7.1Maintain/improvetheroadaroundtheloop7.1ບຳລຸງຮັກສາເສນທາງ ເດີ ລູບ

1 The LoopTaskForce

Jan 16 –Dec18

? - TIIGP- NZ-MICT- NTPC

N/A

7.2 Improve hospitality facilities along the loop(restaurants,accommodation,bins)7.2 ປັບປຸງສງອຳນວຍຄວາມສະດວກຕາມເສນທາງ ເດີ

2 The LoopTaskForce

Jan 16 –Dec18

? - TIIGP SMEsupport

- Priv.Sec.

N/A


26


Leadrespons.




ລູບ (ຮານອາຫານ, ທພັກ, ຖັງຂເuອ)7.3 Improve innovativeandattractive informationandsignpostingalongtheloop7.3ປັບປຸງຂມູນຂາວສານທແປກໃx ແລະດຶງດູດ ແລະປາຍບອກທາງຕາງໆຕາມເສນທາງ ເດີລູບ

2 The LoopTaskForce

Jul16–Jun17

20’000 - TIIGP- NTPC

Lao based design expertise(follow-brand expressionguidelines)

7.4Developagoodandattractivemapfortouristsontheloop7.4ສາງແຜນທເປັນeາດຶງດູດກຽວກັບ ເດີລູບ

1 The LoopTaskForce

Mar –Dec16

4000 - TIIGP- NZ-MICT- Tetraktys

Laobasedmapdesignexpertise

7.5 Small campaign on motorbike road safetytargeting tourists,motorbikeproviders andpolice(includinggeneralpopulation)7.5 ຝຶກ-ຮັບປະກັນໃຫຜູໃຫເຊາລົດຈັກໃຫຄຳແນະນຳກຽວກັບຄວາມປອດໄພຂນ ພນຖານ (Bວກກັນນອກ, ທັກສະການຂັບ ອນໆ)

2 The LoopTaskForce

Nov 16 –Mar 17;Nov 17 –Mar18


Laobasededucationexpertise

7.6 Improve motorbike maintenance facilitiesalongtheloop7.6 ປັບປຸງສງອຳນວຍຄວາມສະດວກການບຳລຸງຮັກສາ

(ສອມແປງ)ລົດຈັກຕາມເສນທາງ ເດີລູບ

2 The LoopTaskForce

Jan 16 –Dec18


-Priv.Sec.

N/A

8 Ecotourism Hin NamNo;XebangfaiCaveກະແສທອງທຽວທຳມະ

ຊາດຫີນeາມe, ຖເຊບງໄຟ

8.1Attract investorsconcessionaries interested inresponsible eco-tourism to set-up goodaccommodationandfoodservices-organizefamtripsforinvestors8.1 ດຶງດູດນັກລົງທຶນ-ຜູສຳປະທານທສົນໃຈ ການທອງທຽວທຳມະຊາດ ເພອສາງທພັກອາໃສ ແລະການໃຫບໍລິການອາຫານ

1 Hin NamNo TaskForce

Mar 16 –Dec18

10’000 - GIZHNN GIZexpertise

8.2 Promote Xebangfai cave as part of analternative adventure loop and co-develop sitesalongtheloop-createmap/app- promote throughdestinationwebsite andotheronline plattforms (tripadvisor, wikitravel,travelfish)- promote through travel guide books and travelmagazine8.2 ສງເສີມໂຄສະນາຖເຊບງໄຟເປັນທາງເລືອກອີກອັນ

eງສຳລັບ ເດີລູບ ແລະຮວມພັດທະນາສະຖານທຕາງໆ


Mar 16 –Dec18

5000 - GIZHNN GIZexpertise


27


Leadrespons.




ໃນ ເດີລູບ8.3ImproveroadaccesstoHNNandcave(allyearroadaccess)


Mar 16 –Dec18

? KfW is currentlydoing a feasibilitystudyonthis

N/A

8.4 Develop experiential products which can bemarketed through tour operators (see prcuctsidentifiedinstrategicplanofHNN)8.4 ສາງຜະລິດຕະພັນບໍລິການທົດລອງທສາມາດເຮັດ

ການຕະ[າດໄດກັບບັນດາຜູໃຫບໍລິການທົວ (ເບງໃນແຜນຍຸດທະສາດຂອງ ຫີນeາມe)


Mar 16 –Dec18

50’000 GIZ HNN / KfW-ICBF

GIZexpertise

8.5OrganizetargetedmarketingactivitiesforHNNproducts(expatmarketsinVTE,BKK,Hanoi)8.5 ຈັດກິດຈະກຳການຕະ[າດທມີເປາBາຍສຳລັບ

ຜະລິດຕະພັນບໍລິການຂອງ ຫີນeາມe (ຕະ[າດ

ຊຽວຊານທເຮັດວຽກຢູວຽງຈັນ, ກຸງເທບ, ຮາໂນຍ)


Mar 16 –Dec18

5000 GIZHNN GIZexpertise

8.6 Establish existingworking groups as Hin NamNoTaskforceandlinktoDMNmeetings8.6 ຮັບປະກັນການປະສານງານລະPາງຜູສeອງໃຫ

ບໍລິການຕາງໆໂດຍຜານເຄືອຂາຍການພັດທະນາຄຸມ

ຄອງແລະສງເສີມຈຸດBາຍປາຍທາງການທອງທຽວ à

ສາງຕງ eວຍງານສະເພາະກິດ ຫີນeາມe [ື ເປັນສວນeງຂອງeວຍງານສະເພາະກິດການທອງທຽວທຳ

ມະຊາດ


Jan – Jun16

N/A N/A GIZHNNasco-chairoftaskforce

8.9Cavetrekkingtraining8.9ການຝຶກອົບຮົມການຢາງຖ


Nov 16,17

5’000 TetraktysGIZHNN

Tetraktys

9 Ecotourism KhongLorNataneກະແສທອງທຽວທຳມະ

ຊາດ ກອງລໍ ນາຕານ

9.1Improvementofaccessroadtothecave9.1ປັບປຸງເສນທາງເຂາເຖິງຖ

2 Khong LorTaskForce

Jan 16 –Dec18

? ? N/A

9.2 Improvement of accommodation andrestaurantsaroundthecave9.2ປັບປຸງທພັກອາໃສ ແລະຮານອາຫານໃນບໍລິເວນຖ


Jan 16 –Dec18


-Priv.Sec.

N/A

9.6 Strengthen participatory management ofKhongLorcaveandnearbyproducts9.6 ສາງຄວາມເຂມແຂງການຄຸມຄອງແບບມີສວນຮວມ

ຂອງຖກອງລໍ ແລະຜະລິດ ຕະພັນບໍລິການໃນບໍລິເວນໃກຄຽງ


Jan 16 –Dec18

5000 - TIIGP SMEsupport

- Tetraktys

Tetraktys; other KHM basedNGOs


28


Leadrespons.




9.7 Strengthen cooperation between boatcooperatives and tour companies to set-uptransparentpricingstructure9.7 ສາງຄວາມເຂມແຂງການຮວມມືລະPາງກຸມ

ບໍລິການເຮືອ ແລະບໍລິສັດທອງທຽວ ເພອສາງການຮວມມືທໂປງໃສດານລາຄາ


Jan 16 –Dec18

N/A N/A N/A

9.8ImprovetargetedmarketingofKhongLorcave(expatmarketsinVTE,BKK,Hanoi)9.8 ປັບປຸງການຕະ[າດທມີເປາBາຍຂອງຖກອງລໍ (ຕະ[າດຊຽວຊານທເຮັດວຽກຢູວຽງຈັນ, ກຸງເທບ, ຮາໂນຍ)


Jan 16 –Dec18


- Tetraktys

Laobasedmarketingexpertise

9.9 Improve up to date information products onKhongLorCave,includingondestinationwebpage9.9 ປັບປຸງຂມູນຂາວສານໃຫທັນສະໄxກຽວກັບ

ຜະລິດຕະພັນບໍລິການຂອງຖກອງລໍ, ລວມ ເຖິງເວບໄຊ


Jul 16 –Dec16


- Tetraktys

Laobasedmarketingexpertise

9.10Developnewcommunitybasedeco- tourismproductsaroundNatanetodiversifyproductofferbeyondthecave-KongLorNatanetrekkingproducts- Natane village homestays and village lifeexperience(ricefarming,fishing,etc.)9.10 ສາງຜະລິດຕະພັນບໍລິການໃxການທອງທຽວທຳ

ມະຊາດແບບຊມຊົນ ໃນບໍລິເວນນາຕານ ເພອສາງຄວາມ[າກ[າຍນອກຈາກຖ


Jan 16 –Dec18

20’000 - TIIGP SMEsupport

- NZ-MICT- LuxDev- Tetraktys

Product developmentconsultants;Tetraktys

9.12Cavetrekkingtraining9.12ຝຶກອົບຮົມການຍາງຖ


Sept16–Dec16

3,000 - TIIGP SMEsupport

- NZ-MICT- LuxDevTetraktys

Cavetourismexperts

10 EcotourismNakaiກະແສທອງທຽວທຳມະ

ຊາດນາກາຍ

10.1 Develop products for reservoir basedexperiences(fishingtrips,boatingtrips,kayaking)10.1 ສາງຜະລິດຕະພັນບໍລິການສຳລັບກິດຈະກຳໃນ

ບໍລິເວນອາງນ (ຕຶກປາ, ຂເຮືອ, ຂເຮືອຄາຍັກ)

1 Nakaitourismtaskforceor theLoop taskforce

Jan 16 –Dec18

10’000 - TIIGP- NZ-MICT- NTPC- LuxDev- Tetraktys


10.2 Develop a tourism product aroundhydropower (why it is important for Laos,challenges coming with it, how it is technically

1 Nakaitourismtaskforce

Jan 16 –Dec18

3000 - TIIGP- NZ-MICT- NTPC

NTPC; product developmentexpertise


29


Leadrespons.




managed,etc.)10.2 ສາງຜະລິດຕະພັນບໍລິການທອງທຽວໃນບໍລິເວນ

ເຂອນ (ເປັນ~ັງເຂອນຈງສຳຄັນຕປະເທດ ລາວ, ສງທາທາຍທຕາມມາພາຍ[ັງການມີເຂອນ, ວິທີການເຕັກນິກຄຸມຄອງເປັນແນວໃດ, ອນໆ)

or theLoop taskforce

- LuxDev- Tetraktys

10.3Developeco-tourismtrekkingproductsontheNakaiplateauoneithersideofreservoir10.3ສາງຜະລິດຕະພັນບໍລິການໃນບໍລິເວນນາກາຍ


Jan 16 –Dec18

10000 - TIIGP- NZ-MICT- NTPC- LuxDev- Tetraktys


10.4DevelopmentofatourismmapfortheNakaiplateau10.4ສາງແຜນທທອງທຽວສຳລັຍບໍລິເວນນາກາຍ


Jan – Jun16

InternalTetraktys

Tetraktys Tetraktysinhouse

11 BuddhaCaveກະແສຖພະ

11.1 improve transportationoptions to thecave;finalise the construction of the bridge to easeaccesstotheBuddhacave11.1ປັບປຸງສາງທາງເລືອກໃນບໍລິການຂົນສງໄປຫາຖ

2 DICT withtransportassociat.

Jan 16 –Dec18

- TIIGP-Priv.Sec

N/A

11.4 Improve recreational facilities around thecave11.4ປັບປຸງສງອຳນວຍຄວາມສະດວກບໍລິເວນຖ

3 DICT Jan 17 –Dec18


Lao based landscape designexpertise

11.5Developadditionalexperientialproductsnearcave

2 DICT withlocalcommunity

Jan 17 –Dec18


Product developmentconsultants

11.6ImprovepromotionofthecaveaspartofdaytripsfromThakhek


Jan 17 –Dec18

N/A N/A N/A

12 Elephant Cave (TIIGPpriority)ກະແສຖ&າຊ)າງ (TIIGPpriority)

12.1upgradeaccessroad12.1ຍົກລະດັບເສນທາງເຂາເຖິງ

1 DICTPIU

Accord.goTIIGPPAM

2.55 -TIIGP Accord.goTIIGPPAM

12.2constructsecondaryaccessroad12.2ສາງເສນທາງເຂາເຖິງອີກeງເສນທາງ12.3construct2additionalparkingareas12.3ສາງບອນຈອດລົດເພມ 2 ບອນ12.4 construct a multi-purpose tourist receptioncenterwithpublictoiletsandvendorblocks12.4 ສາງສູນຮັບຕອນນັກທອງທຽວ ທມີຫອງນ


30


Leadrespons.




ສາທາລະນະ ແລະບອນຂາຍເຄອງ12.5Improveaccesspathwaysandinternallighting12.5ປັບປຸງທາງຍາງ ແລະແສງສະPາງ12.6 install rubbish bins at key locations andorganizecollectionsystem12.6 ຕິດຕງຖັງຖມຂເuອຈຸດທສຳຄັນ ແລະຈັດລະບົບການເກັບຖມ12.7installsignageandinformationboards12.7ຕິດຕງປາຍບອກຂມູນຕາງໆ12.10 Improve promotion of the cave as part ofdaytripsfromThakhek12.10 ປັບປຸງການສງເສີມໂຄສະນາຖເປັນສວນeງ

ຂອງການມາທອງທຽວເມືອງທາແຂກໃນມeງ


Jul 16 –Dec18

N/A N/A N/A

13 KonLengLake

ກະແສຂຸນກອງແລງ13.1improvebasicfacilitiesaroundthelake(picnicspot,publictoilet)13.1 ປັບປຸງສງອຳນວຍຄວາມສະດວກພນຖານບໍລິເວນ

ຂຸນ (ບອນກິນເຂາປິກນິກ, ຫອງນສາທາລະນະ)

2 DICTPIU Jan 17 –Dec18

? - TIIGP- NZ-MICT

Lao based landscape designexpertise

13.2Improveinformationatthesite(signboard)13.2ປັບປຸງຂມູນຂາວສານຢູໃນສະຖານທ (ປາຍບອກ)

2 MarketingTaskForce

Jan 17 –Jun17


Lao based design expertise(follow-brand expressionguidelines)

13.3 improve promotion of the Kon Leng Lake aspartofonedaytripsandlongertrekkingtrips13.3 ປັບປຸງການສງເສີມໂຄສະນາຂຸນກອງແລງເປັນ

ສວນeງຂອງການທຽວແບບeງມ ແລະການທອງທຽວທຍາວຂນ


Jul 16 –Dec18

N/A N/A N/A

13.4 Community based tourism productdevelopment(trekking,homestays)13.4 ສາງຜະລິດຕະພັນບໍລິການທອງທຽວແບບຊມຊົນ (ຍາງ, ໂຮມສະເຕ)

1 DICTPIU Jul 16 –Dec18


Product developmentconsultants

14 Rockclimbing

ກະແສນັກປີນເຂົາ14.1 Improve security of Green Climber’s home(fireincidence)14.1 ປັບປຸງຄວາມປອດໄພຂອງບານພັກກຣີນ

1 GreenClimber’shome/Green

Jan 16 –Jun16

Internal - GCH/GD N/A


31


Leadrespons.




(ອຸບັດເຫດໄຟໄx) Discovery

14.2 Improve the cleanliness of theaccommodationanditssurroundings14.2 ປັບປຸງຄວາມສະອາດຂອງທພັກອາໃສ ແລະ

ບໍລິເວນໃກຄຽງ

1 GreenClimber’shome/GreenDiscovery

Jan 16 –Dec18


14.3 Increase food diversity in green climbershome14.3ປັບປຸງຄວາມ[າກ[າຍຂອງອາຫານໃນທພັກອາ

ໃສກຣີນ


Jan 16 –Dec18


14.4 Cooperate with transport association toimprove transparent pricing to Green Climbershome14.4 ຮວມມືກັບສະມາຄົມຂົນສງເພອປັບປຸງຄວາມໂປງ

ໃສການຕງລາຄາ


Jan 16 –Dec18


14.6 Promote add-on projects for climbers(trekking,kayaking,caving,canoying)14.6 ສງເສີມໂຄສະນາເພມສຳລັບນັກປີກເຂົາ (ຍາງປາ, ເຮືອຄາຍັກ, ຍາງຖ, ເຮືອແຄນນູ)


Jan 16 –Dec18


Activitiesofimportanceforseveralflows Priority

1=high2=med3=low

Lead Timing Resourcesneeded(USD)

Potentialsource offunding

Additional resources needed in termsofHRexpertise(costfortheHRexpertise is included intheresourceestimates)

A. Marketing,promotionand tourism informationmanagementactivities

A.1DevelopoverallbrandidentityforKhammouaneProvincebasedonUSP 1 Marketingtask

forceJan–Jun16 20’000 -TIIGP

-NZ-MICTBrandingexpertise,e.g.QUO

A.2Buildcapacityonbrandexpressionamongstlocalstakeholders 1 Marketingtaskforce

Jul–Aug16 1000 -TIIGP-NZ-MICT

QUO,Swisscontact

A.3 Brand expression in strategic locations and throughmerchandiseandinformationboards 1 Marketingtask

forceAug–Dec16 5000 -TIIGP

-NZ-MICTLaobaseddesignexpertise

A.4Improveandupdateprovincialtourismwebpage 1 Marketingtask Jan–Dec16 10000 -TIIGP Laobasedwebdesignand copywriting


32

Activitiesofimportanceforseveralflows Priority1=high2=med3=low




force -NZ-MICT-Tetraktys

expertise

A.5Finalizeanddistributeprovincialtourismmap

2

Marketingtaskforce

Map isalreadydeveloped byTetraktys

N/A N/A

A.6ImprovetourisminformationofficeinThakhek 2 Marketingtaskforce

Jan–Dec17 2000 -TIIGP-NZ-MICT

Lao based design or marketingexpertise

A.7Trainingforonlinemarketingforhotelsandguesthouses1

Marketingtaskforce

Mar–Jun16 3000 -TIIGP-NZ-MICT

Lao based expertise on social mediaand online marketing (possibly a VTEbasedtravelagent)

A.8Carry-outanassessmentforthepotentialfordemand-orientedhandicraftdevelopmentinKhammouane 3 Marketingtask

forceJan–Dec17 5000 -TIIGP

-NZ-MICTHandcraftspecialistsfromVTEorLPG

A.9 Promote Khammouane to other ASEAN source markets withinterest in experiential tourism and accessing through NakhonPhanom

1Marketingtaskforce

Jan 16 – Dec18

5000 -TIIGP-NZ-MICT-GIZRelated

Lao based marketing expertise;developmentpartnerexpertise

B. SkillsDevelopmentactivities B.1Build-upindustrytrainerpoolinKhammouane(ToT)

1

HotelandRestaurantAssociationorhospitalitytaskforce

Mar–Apr16 2000 -TIIGP-NZ-MICT

Lanith trainers / Champasak trainerpoolasanalternative

B.2 Build-up capacity of hotel and restaurant association /hospitalitytaskforcetoorganizetrainings

2


Mar–Apr16 1000 -TIIGP-NZ-MICT

Lanith trainers / ChampasakHotel andRestaurantAssociation/Swisscontact

B.3MobiletrainingonLanith’sPeunThanHengaSipprogrammeinThakek, KongLor, Nakai, Hin Nam No areas (using hotels andrestaurants as training venues, industry trainers as trainingproviders,Lanithasqualityassurer)

1


Jun–Oct16Jun–Oct17Jun–Oct18

300030003000

-TIIGP-NZ-MICT

Industrytrainers,Lanith

B.4Mobiletourguidingtraining(possibility to use curriculum developed as part of Swisscontact’sCTBPprojectascomplementarytotheDICTtraining) 1

DICT Jun–Oct16Jun–Oct17Jun–Oct18

500050005000

-TIIGP-NZ-MICT-GIZHNN

Master Trainer built up throughSwisscontact Champasak TourismBusinessPromotionProject

B.5Mobileenglishtraining(possibility to use English training platform currently beingdevelopedaspartofSwisscontact’sCTBPproject) 2

HotelandRestaurantAssociationorhospitalitytaskforce;DICTfortourguide

Jun–Oct16Jun–Oct17Jun–Oct18

300030003000

-TIIGP-NZ-MICT-GIZHNN-LuxDev

Language training school based inThakekaskeypartner;Englishlanguageteaching professionals as long-termvolunteers


33





EnglishtrainingC. Strengthenresponsibletourismbehaviorintheprovince C.1 Organize campaign and support activities for keeping Thakekclean (targeting schools, tourism businesses, tourists, publicauthorities)

1Responsibletourismtaskforce

Jul16–Jul17 30’000 -TIIGP-NZ-MICT

Lao based solid waste managementexpertise

C.2 Set up and enforce solid waste management systems in keytourism locations (Kong Lor cave, Buddha Cave, Elephant Cave,Sikhottabong,Thakekriverfront)

1Responsibletourismtaskforce

Jul16–Jul17 50’000 -TIIGP-NZ-MICT

Lao based solid waste managementexpertise

C.3 Train hotels and restaurants in Thakek on how to green theirbusinesses

2


Apr–Sep17 3000 -TIIGP-NZ-MICT

Lao based greening tourism businessexpertise

C.4Organizeacampaignonchildsafetourism2

Responsibletourismtaskforce

Jan–Dec17 15’000 -TIIGP-WorldVision

WorldVisiontomanagethecampaign

C.5Train tourismbusinessesandpublic sectorauthoritiesonchildsafetourism 2

Responsibletourismtaskforce

Jun–Oct16 3000 -TIIGP-WorldVision

Lanith trainers trained on child safetourismWorld Vision trainers trained on childsafetourism

D. Tourismstatisticsanddatamanagement D.1 Build capacities on tourism-related M&E, statistics and datamanagement(followingaunifiedapproachthroughoutLaoPDR)forgovernmentofficialsandtourismprojectstaffmembers

1DICTstatisticsteam

Feb 16 –Dec18

20’000 -TIIGP-NZ-MICT

ADB and NZ-MICT statistics expertise;Swisscontact;GIZ

D.2Carryoutanannualtourismexitsurvey1

DICTstatisticsteam

Feb 16 –Dec18


ADB and NZ-MICT statistics expertise;EDC;Swisscontact;GIZ

D.3Carryoutanannualtourismbusinesssurvey1

DICTstatisticsteam

Feb 16 –Dec18


ADB and NZ-MICT statistics expertise;EDC;Swisscontact;GIZ;LuxDev

E. Transport,accessibilityandinfrastructure E.1Strengthen transportassociation in termsofbusinessplanningandmanagement 2

DICTPIU Jul 16 – Dec16

2000 -TIIGP-NZ-MICT

Lao based business planningconsultants(e.g.EDC)

E.2 Improve connectivity between airport in Nakhon Phanom andThakek (work with airlines in NP, transport associations and NPtourismoffice)

1DICTPIU Jan 16 – Dec

185000 -TIIGP

-NZ-MICT

Development partner expertise;internationalconsultant

E.3ImproveconnectivitybetweenVientianeandThakek(workwithbusoperatorsandVTEbasedtravelagents) 1 DICTPIU Jan 16 – Dec

18N/A -TIIGP

-NZ-MICTVTE based travel agents; developmentpartnerexpertise

E.4Regular roadmaintenance and transparent allocationof fundsforroadconstructionsupportingprioritizedvisitorflowsabove(theloop,accessroadtoHinNamNo)

1DICTPIU Jan 16 – Dec

18? -Govbudget

- maybepartiallyKfW

N/A


34





E.5Prepare&implementanactionplantoconserveandprotectcolonialbuildingsinThakek 1

DICTPIUNZMICT

June17–Dec18

15,000(Actionplan)???(Conservation)

-TIIGP-NZ-MICT

-HeritageConservationexpert-Architects

F. Tourismpoliciesandregulations F.1Identifypolicyissueswhicharehinderingtourismdevelopmentin Khammouane province, in collaboration between public andprivatesectorstakeholders

1DICTPIU Jan–Jun16 N/A N/A

N/A

F.2Presentandaddressidentifiedpolicyissuesinnationalleveltaskforceonpoliciesandregulations 1 DICTPIU Jan–Jun16 N/A N/A

VTEbasedtravelagentsforthenationalleveldiscussions

G. TourismSMEsupportactivities(checkPAM) G.1 Business planning support to selected SMEs supporting thestrengtheningofprioritizedflows 2 DICTPIU Jul 16 – Dec

1810’000 -TIIGP


G.2FacilitationofaccesstofinancetoselectedSMEssupportingthestrengtheningofprioritizedflows 2 DICTPIU Jul 16 – Dec

1810’000 -TIIGP


H. DestinationManagementNetwork H.1 Organize bi-annual meeting of Destination ManagementNetworkBoardformonitoringofDestinationManagementPlan 1 DMN

secretariatJun/Dec 16,17,18

2000 -TIIGP

Development partner backstopping(ADB,NZ-MICT,Swisscontact,GIZ)

H.2EstablishtaskforcesoftheDestinationManagementNetwork 1 DMNboard Jan/Feb16 N/A N/A Development partner backstopping(ADB,NZ-MICT,Swisscontact,GIZ)

H.3BackstoppingofDestinationManagementNetworkactivities1

MICTPIU Jan 16 – Dec18


Development partner backstopping(ADB,NZ-MICT,Swisscontact,GIZ);EDC

H.5 Training of government staff and DMN board members invisitor-flowbaseddestinationmanagement 1 MICTPIU Jun/Dec 16,

17,182000 -TIIGP

-NZ-MICTEDC

H.6 Exchange visit with other destinations with their own DMNstructureinLaos 2 MICTPIU Mar17 5000 -TIIGP

-NZ-MICTDevelopmentpartnerexpertise


35

6.MonitoringandEvaluation6.1WhyMonitoring&Evaluation?MonitoringandEvaluationisausefulwaytotrackyourdestinationsperformance.ItcanassisttheKhammouaneProvinceDMNin:

• Havingimprovedinformationfordecisionmaking• PrioritizationoftheDMPactionplan• Improvingtheapproachtotourismplanning• Identifyingareasthatneedmoreimprovement• MeasuringtheperformanceoftheDMNinimplementingtheDMP• Improving communication & coordination between tourism stakeholders (private and public

sectors)• Enhancingthevisitorexperience• Improvingthesustainabilityofthedestination• Influencingpolicychanges

Destinations in Laos have relied on a limited range of statistics such as visitor arrival numbers andvisitorsatisfactionratingstomonitortheirdestination. Thesestatisticsdonottell thewholestoryoftourism’simpacts.Collectingdataonabroadrangeofissuesrelevanttotheimpactoftourismonthelocaleconomy, communities, and theenvironmentwillhelpyoubuildanaccuratepictureofwhat isreally going on in Khammouane Province. It will also help build a competitive sustainable tourismdestination.

6.2TheResultsFrameworkThe results framework below (Figure 1) details the intended impacts and outcomes for theKhammouaneDestinationManagementPlanifalltheproposedactivitiesintheDestinationActionPlanareimplementedoverthenextthreeyears(2016–2018).The Destination Management Network (DMN) should familiarize themselves with this resultsframeworkusing itnotonly toassist themmonitorandevaluate theirprogressbutasa reminderoftheiroverallvisionforthedestination.


36

Figure2:KhammouaneProvinceTourismDestinationManagementPlanResultsFramework

6.3TheMeasurementPlanThemeasurementplanbelowprovidestheDMNwithaguidelineonwhattomonitortoevaluatetheirprogress and success implementing theDMP. It also gives suggestions on how tomeasure, bywho,whenandwhoisresponsiblefordeliveringandoverseeingthemeasurement.Themeasurementplanwill require a collaborative stakeholder approachwith almost all taskforces having responsibility forcertainindicators.Thedestinationindicatorscanbebrokenupintofourcategorieswitheachcategoryrelatingbacktotheactivityplan:

1. DestinationDevelopmentandManagement2. EconomicImpacts3. SocialandCulturalImpacts4. EnvironmentalImpact

ThesefourindicatorsarebasedontheEuropeanTourismIndicatorSystemforSustainableDestinations.Theindicatorsystemaimstocontributetoimprovingthesustainablemanagementofdestinationsbyprovidingtourismstakeholderswithaneasyandusefulapproachtomeasuringandmonitoring,andenabletourismstakeholderstoshareandbenchmarktheirprogressandperformanceinthefuture.

Arangeofac+vi+es&interven+ons

Beneficiarynetincomesincreased

Improvedtourismpolicies&effec+veexpenditureon

tourismdevelopment

NewtourismMSMEs

aredeveloped

Compe++veSustainableTourismDes+na+on‘BeFerplacesforpeopletolivein&beFerPlacesforpeopletovisit’

TourismSMEsnetincomesare

increased

TourismSMEsemploymorestaff

Incl.women

ProPoorLocalEconomicDevelopment

TourismStakeholdersminimisethe

nega+vesocial&environmental

impactsoftourism

Increaseinvisitorarrivals

Increaseinvisitorspending

Increaseinlengthofstay


37

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSDESTINATIONDEVELOPMENTANDMANAGEMENTDestinationManagement(how stakeholdersworktogether)

% of DestinationManagement NetworkCommittee Members whoare satisfied with thefunctioning of theDestination ManagementNetwork

InternalsurveyduringDMNCommitteemeetings(categoriestobegiven:notsatisfied–satisfied–verysatisfied;includingroomforexplanationsandsuggestions)

DMNsecretariat Annually,during DMNCommitteeMeetings

Baseline:0%

Target:2016:30%2017:50%2018:70%

Number of taskforcesestablishedandfunctional

InternalsurveyduringDMNCommitteemeetings(categoriestobegiven:notactive–active–veryactive;includingroomforexplanationsandsuggestions)

DMNsecretariat Annually,during DMNCommitteeMeetings

Baseline:0

Target:2016:32017:52018:7

PercentageoftourismSMEssatisfied with theirinvolvement and theirinfluence in the planninganddevelopmentoftourism

Tourismbusinesssurvey

Statistics taskforce incharge of businessandexitsurvey

Annually, afterhighseason

Baseline:0%

Target:2016:30%2017:50%2018:70%

The DestinationManagementActivityPlanisactivelyusedasthekeytoolfor Tourism Developmentand Management in theDestination

Interviewwithkeystakeholders(DICT,ProvincialGovernmentOffice,CHRA,CPATA)(scaletobeused:0-5)

Statisticstaskforce Annually,beginning ofcalendaryear

Baseline:0

Target:2016:12017:32018:5

The percentage of prioritynumber 1 activities in the

DuringDMNCommitteemeetings

DMN secretariattogether with DMN

Annually,during DMN

Baseline:0%


38

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSDestination ManagementActivity Plan that werecompleted or are beingimplemented

committee CommitteeMeetings

Target:2016:70%2017:80%2018:80%

Hasthedestination…a.conductedavisitorsatisfactionsurveythatcoversthekeyvisitorflowsb.sharedfindingswithstakeholdersc.actioninresponsetofindingstaken

DuringDMNCommitteemeetings


Annually,during DMNCommitteeMeetings

Baseline:a.nob.noc.noTarget:2016:yestoa-c2017:yestoa-c2018:yestoa-c

VisitorSatisfaction(what visitors likeabout thedestination)

Percentage of visitors whowould highly recommendthedestinationtoothers

Exitsurvey(categories to be givenin survey: notrecommend –recommend - highlyrecommend)


Annuallyduring highseason

Baseline:FirsttimesurveydataTarget:2016:50%2017:70%2018:80%

Percentageofreturnvisitorswithin the last 5 yearsamongst total number ofvisitors

Exitsurvey



Baseline:FirsttimesurveydataTarget: To be set once baselinedataisavailable2016:2017:2018:

Percentage of visitors whoconsider the followingaspects of the destination

Exitsurvey



Baseline:Firsttimesurveydata


39

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSeither as ‘good’ or ‘verygood’:- A. Diversity of sites and

attractions- B. Diversity of excursions

andactivities- C. Service quality in

hotelsandrestaurants- D. Hygiene and

cleanliness in hotels andrestaurants

- E.Servicequalityoftravelagents

- F. Service quality of tourguides

- G. Value for money ofattractions, excursions,hotels, restaurants andtouroperators

- E.Communicationskillsinforeign language of hotelandrestaurantstaff

Target: To be set once baselinedataisavailable2016:A.B.…2017:A.B.…2018:A.B.…

DestinationPromotion andReputation(how thedestination ispromoted andvisibleexternally)

Percentage of visitors whoexpressthattheyhaveusedkey promotional andinformation sources for thedestination,suchas (tbdforeachdestination):- Destinationwebsite- Specific destination

brochuresorbooklets

Exitsurvey




Target:2016:30%2017:40%2018:50%

The number of times thedestination has beenspecifically promoted in

During DMNCommitteemeetings





40

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSinternationaltradefairs Target:

2016:22017:42018:4

The number of times thedestination has beenspecifically show-cased inthe media (print, televisionorweb-based)

Marketing taskforceregularmonitoring

Marketingtaskforce Regularly, butreportedduring annualDMNCommitteeMeetings


Target:2016:22017:42018:6

The number offamiliarization trips of touroperators and/or media tothedestinations

Marketing taskforceregularmonitoring

Marketingtaskforce Regularly, butreportedduring annualDMNCommitteeMeetings


Target:2016:12017:22018:2

ResponsibleTourismManagement

Doesthedestinationhave:a. Policies or guidelines

which supportresponsible tourism inthedestination

b. Human and financialresources allocated tostrengthen responsibletourism (e.g. responsibletourismtaskforce)

c. Concrete measures thatarebeingimplementedtostrengthen responsibletourism

Responsible tourismtaskforcesurvey

Responsible tourismtaskforce


Baseline:FirsttimesurveydataTarget:2016:yestoa-c2017:yestoa-c2018:yestoa-c


41

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSPercentageoftourismSMEswith:a. Specific policies for

responsible businessmanagementinplace

b. Staff trained on policiesor specific aspects ofresponsible tourismmanagement

c. Concrete interventionstostrengthen responsiblebusinesspractices

d. A certification label orscheme for responsibletourism

Tourism businesssurvey




Target:2016:tbd2017:tbd2018:tbd

Percentage of visitors whostated:a. Environmental pollution

being a concern duringtheir stay in thedestination

b. Child safety being aconcern during their stayinthedestination

Exitsurvey




Target:2016:reductionof10%forbotha and b as compared to prioryear2017:reductionof10%forbotha and b as compared to prioryear2018:reductionof10%forbotha and b as compared to prioryear

ECONOMICIMPACTTourism Flow(volume & value)atDestination

The number of visitors permonth and year,disaggregatedby country oforigin

DICTstatistics StatisticTaskforceDept.ofImmigration/bordercontrol,airportcontrol,CHRACPATA

Regularly, butannual dataevaluation

Baseline:DICTstatistics

Target:2016:tbd


42

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2017:tbd2018:tbd

Number of prioritizedtourism visitor flows in theDMP with perceivedsatisfactory growthtendencies/vectors




Baseline:FirsttimedataTarget:2016:tbd2017:tbd2018:tbd

Average daily spend permainvisitorflow

Exitsurvey



Baseline:FirsttimedataTarget:2016: increase by 20% ascomparedtopreviousyear2017: increase by 20% ascomparedtopreviousyear2018: increase by 20% ascomparedtopreviousyear

Average length of stay permainvisitorflow

Exitsurvey



Baseline:FirsttimedataTarget:2016: increase by 0.5 days ascomparedtopreviousyear2017: increase by 0.5 days ascomparedtopreviousyear2018: increase by 0.5 days ascomparedtopreviousyear

Growth in revenue for thedestinationthroughtourism

DICTstatistics StatisticTaskforce



Target:2016: +20% as compared toprevious year (depending onoverall growth of economy indestination)2017: +20% as compared topreviousyear


43

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2018: +20% as compared topreviousyear

Enterpriseperformance

Average occupancy rate incommercial accommodationper month and average fortheyear




Baseline:Firsttimedata

Target:2016: increase by 20% ascomparedtopreviousyear2017: increase by 15% ascomparedtopreviousyear2018: increase by 5% ascomparedtopreviousyear

Thenumberof…a.hotelsb.restaurantsc.touroperatorsthat have invested intohospitality/tour guidetraining during theassessmentperiod





Target:2016:50%2017:50%2018:50%

PercentageoftourismSMEswho state an improvedbusinessperformance/revenue ascomparedtopreviousyear




Baseline:FirsttimedataTarget:2016:50%2017:60%2018:70%

Net growth (newlyregistered–closedbusinesses) in registeredtourismSMEsindestination




Target:2016:+102017:+102018:+10

Employment Direct tourism employmentas percentage (%) of total


Regularly, butannual data



44

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSemployment, sexdisaggregated

evaluation

Target:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertime

Number of directlyemployed people in thetourism sector (full timeequivalent = FTE), sexdisaggregated




Target:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertimeTarget:No targets, but more asmeasure of the importance ofthesectorandhowthischangesovertime

SOCIALANDCULTURALIMPACTCommunityImpact

% of community memberswhoperceivetheimpactsoftourism on theircommunitiesaspositive

Communitysurvey

StatisticsTaskforce



Target:2016:+20%2017:+20%2018:+20%

Number of villages involvedintourism




Target:2016:2newones2017:2newones2018:2newones

Number of registeredtourism SMEs owned bylocalresidents




Target:2016:2newones


45

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETS2017:2newones2018:2newones

Number of initiativesspecifically aimed atreducing the negativeimpact of tourism on localcommunities (e.g. child safetourism training andcampaign)





Target:2016:22017:22018:2

ProtectingandEnhancingCulturalHeritage,LocalIdentityandAssets

Percentageof listedculturalheritagesites(atnationalorprovincial level) with anoperational heritagemanagementplan




Target:2016:50%2017:80%2018:100%

Percentage of SMEs whoactively source productslocally

Business survey,districtoffices

StatisticsTaskforce



Target:2016:+20%2017:+20%2018:+20%

ENVIRONMENTALIMPACTSolid wastemanagement

Perceived improvement insolid waste managementinfrastructureandservices

Business and exitsurveys

Statisticstaskforce Annually Baseline:FirsttimesurveydataTarget:2016: 10% perceivedimprovement as compared tolastyear2017: 10% perceivedimprovement as compared tolastyear2018: 10% perceivedimprovement as compared tolastyear


46

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSNumber of specific policiesor initiatives to reduce, re-use and recycle solid wasteimplemented (e.g. plasticbag policies, new collectionservices, awarenesscampaigns)





Target:2016:12017:+12018:+2

Water andsanitation

Percentage of tourismtourism businesses andgeneral households withappropriate waste watermanagement practices(according to prevailingregulations)

Business survey;governmentstatistics




Target:2016:+10%2017:+20%2018:+20%

Noiseprotection % of tourists andp that thedestination takes sufficientmeasures for noiseprotection

Business and exitsurveys

Statisticstaskforce Annually Baseline:Firsttimesurveydata

Target:2016:50%2017:60%2018:70%

Energy savingmeasures

%oftourismSMEswhotakeactive measures to saveenergy

Businesssurvey Statisticstaskforce Annually Baseline:FirsttimesurveydataTarget:2016:30%2017:40%2018:50%

Protection ofnaturalassetsandbiodiversity

Number of initiativesspecifically aimed at theprotection of forests andbiodiversityimplemented





Target:2016:22017:+22018:+2


47

CRITERIA INDICATOR HOWMEASURED? BYWHO? WHEN? BASELINEANDTARGETSNumber of approvedtourism investmentprojectsposing a threat to thenatural assets and thereputation of thedestination





Target:2016:02017:02018:0

Table5:KhammouaneDestinationManagementMeasurementPlan


48

7. ReferencesAsiaDevelopmentBank(2013)InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003)Accessedviatheinternetathttp://www.adb.org/sites/default/files/linked-documents/46293-003-sd-04.pdfAsiaDevelopmentBank(2013)TourismDemandAnalysisandForecasts-GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003).Accessedviainternetathttp://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdfAsiaDevelopmentBank(2014)ProjectAdministrationManualforLaoPeople’sDemocraticRepublic:GreaterMekongSubregionTourismInfrastructureforInclusiveGrowthProject,June2014.AsiaDevelopmentBank(2014)ReportandRecommendationofthePresidenttotheBoardofDirectors.ProposedLoan-LaoPeople’sDemocraticRepublic:GreaterMekongSubregionTourismInfrastructureforInclusiveGrowthProject,August2014.AsiaDevelopmentBank(2015)TogetherWeDeliver2014:FromKnowledgeandPartnershipstoResults.Chapter10:Cambodia,LaoPDRandVietnam:AwelcomechangeforVisitors.PrintedinthePhilippines,2015.Baltazard,M.(2015)SupportforthestructuringofecotourismintheprovinceofKhammouane.ReportofMissiontoKhammouaneProvince,Laos.25thAprilto7thMay2015.ProducedbyTetraktysDevelopmentAgency.Beritelli,P.&Reinhold,S.&Laesser,C.(2014)TheNewFrontiersofDestinationManagement.JournalofTravelResearch,Edition53,pp403-417,July2014.Beritelli,P.&Reinhold,S.(2015)TheSt.GallenModelforDestinationManagement(SGDM).Apracticalintroductiontotheflow-basedperspective.UniversityofSt.Gallen.Presentation13&14January2015,hotelSternen,Chur,Switzerland.Cochrane,J.(2008)AsianTourism:GrowthandChange.PublishedbyElsevierUK&TheNetherlands,2008.DeKoning,M.(2010)XeBangFaiCaveSurveyandMapping.ExploringthemostfamouscaveinHinNamNotosupporttheareasnominationasaUNESCONaturalWorldHeritageSiteFundedbyGIZ.EuropeanUnion(2013)EuropeanTourismIndicatorSystemforSustainableDestinations.EuropeanCommission.Brussels,Belgium,February2013.

FrenchEmbassy(2015)LeFranceauLaosNewsletter.No.36-April-August2015.SpecialissueoncooperationbetweenRhoneAlpineRegionandKhammouaneProvince.Hitchcock,M.,King,V.T.,Parnwell,W.(2008)TourisminSouthEastAsia.ChallengesandNew


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Directions,Page182.NiasPress,Denmark.Henchman,A.&Mackay,J.(2015)HinNamNoTourismStrategy.ProducedbyTRCConsultingon20thOctober2015.AccessedviatheinternetatLaosNationalTourismAuthority(2004)NationalEcotourismStrategy(2005-2010)SummaryDocument.Accessedviatheinternetathttp://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdfLaoNationalTourismAdministration(2010)InvestorsResourceKit.MekongTourismForum.ProducedfortheLaoPeople’sDemocraticRepublicPriorityTourism-RelatedInvestmentProjectFactsheetproducedbytheAsiaDevelopmentBank.Accessedviatheinternetathttp://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdfLaosPilotProgram(2014).ForNarrowingDevelopmentGaptowardsASEANIntegration.LaosPilotProgramTourismPromotionComponent(LPPT).PresentationmadeinMay2014.Accessedonlineviahttp://www.laospilotprogram.com/pdf/PPT%20Material/4th%20JCC%20Meeting%20-%202%20May%202014/Mr.%20Saly%20LPPT%20%20-%204th%20JCC.pdfMinistryofInformation,Culture&Tourism(2015)2014TourismStatisticalReport.Stange,J.,Brown,D.&SolimarInternational(2012)TourismDestinationManagement:AchievingSustainableandCompetitiveResults.AnOnlineToolKitandResourceSeries3.USAID,Washington.Accessedontheinternetathttp://www.usaid.gov/sites/default/files/documents/2151/DMOworkbook_130318.pdf.Steiner,T(2014)DMO3inPractice–Fromstrategytogovernance.Chapter10,pp.223-230.TourismandLeisure,Pechlancer,H.&Smerol,E.SpringerFachmedien,Germany.Tetraktys(2015)MakingaDiagnosisofTouristAreaNationalBiodiversityConservationofNakaiNamTheun(NakaiPlateau)andValleyNatane.ProducedbyTetraktysDevelopmentAgencyinJune2015.Thompson,T.(2014)TheFutureDMO.Travel2.0ConsultingGroup.Canada.Accessedviatheinternethttp://travel2dot0.com/destinationmarketing/the-future-dmo/onthe18thJanuary2014UnitedNationsWorldTourismOrganisations(2011),TourismandPolicyPracticeforGlobalTourism.Barcelona,Spain.Accessedviatheinternetathttp://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_book_feb.pdf.Wild,L.&LaPierre,D.(2011)TourismDevelopment:AchievingSustainableandCompetitiveResults.VolunteersforEconomicGrowthAlliance(VEGA).Washington,UnitedStatesofAmerica.Accessedontheinternetathttp://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011.pdf.


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Otherkeyonlineresources:http://khounkongleng.com/#abouthttp://www.khammouanetourism.comhttp://www.roughguides.com/destinations/asia/laos/south-central-laos/thakhek-around/http://www.bangkokpost.com/lite/topstories/618148/mekong-steady-flow-of-tourismhttp://www.ecotourismlaos.com/khammouane.htmhttp://greenclimbershome.comhttp://www.stdplaos.com/downloads/web-based_knowledge_center/visitor_information/provinces_in_laos/khammouane/Khammouane%20Brochure%20-%20English.pdfhttp://awaygowe.com/2013/01/laos-motorbiking-the-khammouane-loop-day-1/http://www.top-travel-tips.com/laos-loop.htmlhttp://thakhekloopkid.travellerspoint.com/2/http://www.mekongresponsibletourism.org/laos/20-do-laos/10-cbt-homestays-in-laos/inside-the-limestone-forests-of-khammouane.htmlhttp://www.tetraktys-ong.com/?rep=interventions&iInterventions=57


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8. Annex

Annex1:DefinitionsTERM DEFINITIONDestination Adestinationcomprisesofoneormorespaces,towhichrelevantnumbersofvisitors

travelandwherevisitorsspendtheirtimeandmoney.AdestinationisdefinedbynumerousStrategicVisitorFlows(SVFs)andnotasoneterritorialareadefinedbypoliticaloradministrativeboundaries.FromtheTOURIST(demand)perspectiveadestinationisanareathatprovidesfacilities,servicesandamenuofattractionsandactivitieswhichallowsaholisticholidayexperienceforastayofacoupleofdaysormore.FromtheINDUSTRY(supply)perspectiveadestinationisalocalityofferingasetofproductsandexperiences,criticallyinfluencedbytheroleandattitudeofinterdependentserviceprovidersandtheirwillingnesstoco-ordinateandco-operate.Source:UniversityofSt.Gallen(2013)

DestinationManagement

Itisaprocessofleading,influencingandcoordinatingtheplanningandmanagementofalltheaspectsofadestinationthatcontributetoavisitor’sexperience,takingaccountoftheneedsofvisitors,localresidents,businessesandtheenvironment.Destinationmanagementincludestheplanning,developmentandmarketingofadestinationaswellashowitismanagedphysically,financially,operationallyandinotherways.Managingtourismdestinationsisanimportantpartofcontrollingtourism'ssocial,environmentalandeconomicimpacts.Destinationmanagementcanincludelanduseplanning,businesspermitsandzoningcontrols,environmentalandotherregulations,businessassociationinitiatives,andahostofothertechniquestoshapethedevelopmentanddailyoperationoftourism-relatedactivities.Noonedestinationisthesameasanother.Thechallengesandopportunitiesforgrowthwillbedifferentandthestakeholderspresent,theirwillingness,capabilityandskillwillvary.Assuchitisnotappropriatetosuggestthataonesizefitsallfordestinationmanagement.Source:AdaptedfromSolimarInternational(2012,)UNEP-DTIE-SustainableTourismProject(2013)

DestinationManagementPlan(DMP)

ADestinationManagementPlanisasharedstatementofintenttomanage,developandpromoteadestinationoverastatedperiodoftime.Itarticulatesboththerolesofthedifferentstakeholders,identifiesclearactionsthattheywillundertakeandtheresourcestheywillallocate.Source:AdaptedfromVisitEngland(2014)

St.GallenModelforDestinationManagement

TheSt.GallenModelforDestinationManagement®(SGDM)isamodelfordestinationplanninganddevelopment.Itprovidesamarket-demand-driven,realistic,andforward-lookingperspectiveonthedevelopmentoftouristdestinations.Themodelenablesdecision-makerstoidentifystrategicvisitorflows(SVF)basedonasix-stepprocedure.Since2013theUniversityofSt.Gallen,Switzerlandhavebeendevelopingthemodelbasedonpracticalexperienceinmorethan30destinationsandthelatestinsightsfromongoingresearchondestinationmanagementandmarketing.Source:UniversityofSt.Gallen(2013)

StrategicVisitorFlows(SVF)

Astrategicvisitorflow(SVF)isaunitofmeasurementthatmapsouthowvisitorsmoveto/fromorwithinadestination.Theyreflectthewaytouristsinteractwithadestination:theattractionsvisited,activitiespursuedandexperienceslived.SVFsconsistofspecifictravelersegmentswithsimilarmotivationsandthatpursuesimilaractivities.Theytendtobelocalized(e.g.canbemapped),significantinnumbers,havetheirowndemand-supply


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mechanisms,exhibitindividualdynamicsandlifecycles,createbusinessopportunitiesandcanbeanalyzed,managedandcommercialized.SVFsareusedasthebasicunitofanalysisfordestinationmanagement.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)

DestinationManagementNetwork(DMN)

ADMNisaworkinggroupmadeupofmanytaskforcesfocusedonimprovingtheoverallmanagementandcompetitivenessofatourismdestination.Itsroleistomotivate,enable,facilitateandadviseacollectionofstrategicvisitorflowswithinandacrossdestinations.TheDMNisnotahierarchicalmanagementorganisation(e.g.CEOrun)butratheragroupthatisnetwork-basedthatcaninfluenceandhelpadestinationdevelop.ADMNiscomposedofrangeparticipants,notnecessarilyfromonedestination.Theycanincludegovernmentagencies,tourismpromotionauthorities,privatesectorassociationsandindividualfirms,tourismandhospitalitytrainingbodies,andNGOs(conservationorganizations,culturalheritagepromotiongroups).�InLaosPDRthereisaDMNatthenationallevelaswellasattheprovinciallevel.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)

Taskforce Ataskforceconsistsofagroupoflocalizedbusinessesandorganisations(privateandpublic)thataregroupedtogetherbasedonthewayvisitorsinteract/flowwithrelevanttourismattractionsandactivitiesinageographiclocation.Taskforcesarecomposedofparticipantsfromthroughoutthetourismvaluechain,includinggovernmentagencies,tourismpromotionauthorities,privatesectorassociationsandindividualfirms,tourismandhospitalitytrainingbodies,andNGOs(conservationorganizations,culturalheritagepromotiongroups).Theseparticipantscollaboratetoimprovethecompetitivenessofthedestination(visitorflow).Theremaybemanytaskforcesinyourprovincethatrelatetocommonareasacrossallflowse.g.marketing,statistics,infrastructuredevelopment,trainingetc.orareonlyapplicableforanindividualflowe.g.Chompetwalkingtour,ChineseCarCaravans,ExperientialFITsetc.Source:DefinitionadaptedfromUniversityofSt.Gallen(2013)

WhatisResponsibleORSustainableTourism?

“Creatingbetterplacesforpeopletoliveinandbetterplacesforpeopletovisit”MaximizingthePOSITIVEimpactsoftourismandminimizingtheNEGATIVEimpacts.- Ittakesintoconsiderationthecommunityensuringtheyhaveaccesstothetourism

industryandareactivelyinvolved.- Ittakesintoconsiderationthelocalenvironment–ensuringthatthelocal

environmentisnotdestroyedbytourism.- Anditstakesintoconsiderationtheeconomicbenefitsoftourism–ensuringthatthe

localcommunitygetsomeofthefinancialbenefitoftourism.- Andmostimportantlyitisabouthavingasustainablebusinessthatwillprovideyou

andyourfamilywithanimprovedlivelihoodforthefuture.ResponsibleTourismissometimescalledSustainableTourism.Source:TheCapeTownDeclarationforResponsibleTourismManagement(2002)

UniqueSellingProposition

Theonekeyreasonthataproductorserviceisdifferentfromandbetterthanthatofitscompetitors.Whatmakesyourdestinationstandoutfromthecrowd!


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Annex2:BackgroundToTheDestinationManagementPlanTravel and tourism continues to play an important role in the economic growth of destinationsthroughoutLaoPDR. Inan increasinglycompetitivenational, regionalandglobalmarketplacewheremore andmore tourism destinations are seeking to attract visitors and in an industry where travelplanning has becomemore complex (individualized and technologically focussed) and driven by thetourist,sustainabledestinationmanagementiskey.Managingtourismdestinationsisalsoanimportantpartofcontrollingtourism'ssocial,environmentaland economic impacts. Destinations that arewellmanaged aremore likely to generate `sustainable’and ‘inclusive’ growth in their local economy, and aremore likely tomaximise the benefits of thatgrowthinlongterm,withadditionalincomeandjobs.Thebest-manageddestinationsarealsolikelytoexcel in attracting new investment, in keeping value-added jobs, in bringing in new talent and instimulating innovation.Greatdestinationsaregreatplacesto liveandworkaswellgreatplacesastovisit.InLaoPDRtheconceptofdestinationmanagementisrelativelynewandthosedestinationswheretheconcept has been trialed (predominantly at a national level) using traditional approaches such asDestination Management Organisation (DMOs) have had limited success in being effective orsustainable.Somekeyreasonsforthisincludeapoortrackrecordofboththeprivateandpublicsectorworking together (lackof trust); anemphasison theownershipbeingby thegovernmentwhooftenlackthefinancialresourcesandcapacitytoimplementthebroadspectrumofrolesandresponsibilitiesputontoaDMO;apoorlydefinedvisionandobjectiveoftheDMO(committee)leadingtomismatchedexpectationsandanassumptionthatinternationalDMOmodelswillworkinLaoPDR.In most cases these working groups / committees have been initiated and funded by internationaldonor organisations. The donor provides both financial, technical and human resources oftenunintentionallyplayingtheroleoftheDMOthemselves.Thisleadstoanunsustainablemodelwherebyattheconclusionofthedonor-fundedproject(usually3to4years)theDMOfailstocontinue.ForafulllistoflessonslearnedinLaoPDRandotherdestinationssimilartoLaoPDRcanbeseeninAnnex1.Inordertomovedestinationmanagementforward inLaoPDR, it iscritical thatthose involved inthetourismindustrydonotcontinuetomakethesamemistakesthathavealreadybeenmade.Adoptingnew thinking and new approaches such as the St. Gallen Model for Destination Management areimportant.The St.GallenModel forDestinationManagement® (SGDM) is amodel for destination planning anddevelopment. It provides a market-driven, realistic, and forward-looking perspective on thedevelopmentoftouristdestinations.Itrecognizesthatnoonedestinationisthesame,thereisnoblueprintfordestinationmanagementanditavoidsdefiningdestinationmanagementbyadministrativeorphysical geographical boundaries (i.e. by provinces). The six-step procedure (Ref. Annex 2) focusesprimarilyonmapping thedestinationbasedon strategic tourist flows (SVFs) i.e. howdo current andpotentialvisitorsflowthroughthedestination.AkeypartoftheSGDMprocessisthedevelopmentofaDestinationManagementNetwork(DMN)andaDestinationManagementPlan(DMP).ADMN is aworking group focused on improving the overallmanagement and competitiveness of atourismdestination.Itsroleistomotivate,enable,facilitateandadviseacollectionofvisitorflowsandprovincialleveltaskforces.TheDMNisnotahierarchicalmanagementorganisation(e.g.CEOrun)but


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ratheragroupthatisnetwork-basedthatcaninfluenceandhelpadestinationdevelop.

ThisKhammouaneProvinceDestinationManagementPlanhasbeendevelopedasaresultofaseriesofworkshopsconductedwithawiderangeoftourismstakeholdersbySwisscontact19andfundedbytheAsiaDevelopmentBankinconjunctionwiththeMinistryofInformation,CultureandTourism.Thisplanis a shared statementof intentofhow toplan,promoteandcoordinateKhammouaneProvinceasatourismdestinationoverathree-yearperiod20.TheDMPsetsouttheagreedvisionforKhammouaneProvince’sprioritystrategicvisitorflows,opportunitiesandchallengesfaced,adestinationactionplanandamonitoringandevaluationplan for theperiod2016–2018. Itarticulatesboth therolesof thedifferent stakeholders, identifies clear actions that they will undertake and the resources they willallocate.TheDMPwillbereviewedonabi-annualbasisbytheDMNandrevisedonanannualbasis.

19www.swisscontact.org,LaosPDR20ForthisDMPthetimeframeisathree-yearperiodhoweveritcanbeforanyagreedtimeframe.


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Annex3:PurposeandUseoftheDestinationManagementPlansThe purpose of this Destination Management Plan (DMP) is to support the planning, coordination,marketing and overallmanagement of Khammouane Province as a tourism destination over a threeyearperiod(2016–2018).ThisDMPwillsupportKhammouaneProvince’stourismstakeholdersto:

1. Increase their understanding of tourists in the respective destination i.e. the way a touristinteracts(touristflows)withtheirdestinationandatouristsbehaviour

2. Increasetheirunderstandingofawiderangeofkeytourismstakeholdersandthewaysinwhichtheycanworktogethertopositivelyinfluenceandimprovespecifictourismflows

3. Prioritiseexisting strategicvisitor flows (SVFs) to focusonand identifyappropriate strategiesandactions

4. Identify new potential visitor flows that could be developed and identify the needs andpriorities.

5. Identifycapacityandresourcegapsanddefinewaystotacklethem6. Clarifyrolesandresponsibilitiesofkeystakeholderstoensureanactionorientatedapproachto

theimplementationoftheDMPUltimately,theDMPshallcontributeto:

ü Increasedvisitorspendingandvalueadditioninthedestinationü Reductionofeconomicleakagesawayfromthedestinationü Sustainable and responsible development of tourism in the destination, balancing economic,

socialandenvironmentalbenefitsü Moreinclusivegrowthofthetourismdestinationofferingdecentemploymentforexistingand

new entrants into the tourism industry, in particular the local communities within thedestination.

ThekeypartoftheDMPisanactionplanthatspecifieskeyvisitorflowstofocuson,outlinesactivities,actorsandtheirresponsibilities,andallocatesfinancialresources.Itistobeunderstoodasaflexible,lightandlivinginstrumentthatneedstobereviewedatleastonceannuallyincollaborationwiththeDestinationManagementNetworkboard.Itdoesnotstrivetobeanall-encompassinginstrumentincludingeverysingleactivityrelatedtotourism,butfocusesonstrategicprioritiesthatmakesensefromasustainableandinclusiveeconomicgrowthperspective.The DMP is not designed as a control instrument for the government, but as a tool to coordinateactivities inaflexiblemanner.Nostakeholdershouldeverbeforced intoapartnershiporactionthatrunsagainsthis/herbusinessprinciplesorthatseriouslyhampersthereputationandsustainabilityofthe destination as a responsible tourismdestination. In fact all partnerships and actions should onlyeverfocuson“creatingbetterplacesforpeopletoliveinandbetterplacesforpeopletovisit.”TimelinefortheelaborationandapplicationoftheDMP:

Ø Draftreadyby15thofDecember2015Ø FinalisedandnegotiatedplansbyMarch2016Ø ReviewmeetingofthePlanbyNovember2016Ø ReviewmeetingofthePlanbyNovember2017Ø Reviewmeetingoftheplanandfollow-upplanbyNovember2018


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Annex4:KeyLessonsLearned:TheChallengesofDestinationManagementKeylessonslearnedfromdestinationmanagementinLaoPDRandsimilardestinationsare:

ü Destinationmanagementmodelshavebeenthrustontosomedestinationswithoutrecognizingwherethedestinationisinitslifecycleandthecontextualrelevance.

ü MostDestinationManagementOrganisations(DMOs)orCommitteesarefundedbydonors.Donorprojecttimeframesareoften3to4years,whichinmanyyoungemergingdestinationsisnotlongenoughtodevelopsustainable,andeffectivedestinationmanagementstructures.

ü Manystakeholdersanddonorsbelievethatdestinationmanagementshouldbethemainresponsibilityofthegovernmentandfinancedbythegovernmentbecausethegovernmentdefinesthedestinationsterritorybyitsadministrativeborders.ThisleadstothedevelopmentofgovernmentdesignedandrunDMOswhoarebuiltonweakfoundations–insufficientfundingandinsufficientcapacity.

ü TourismDestinationsandDMOshavegenerallybeendefinedandboundbypoliticalandadministrativeborders.Theseborders,moreoftenthannot,donotreflectthewaytouristsinteractwithadestination.ActivitiesoftheDMObecomemorefocusedonwhatthestakeholders(private&public)thinktheyneedratherthanwhatthevisitoractuallyneedsandenhancingthevisitorsoverallexperienceinthedestination.

ü MostDMOsareprescribedtoomanyrolesandresponsibilitiestoosoon.Theytrytobeeverythingtoeveryoneandarefacedwithchronicmoneyandcapacityshortages.Insmalldestinationswhencommitteesaredevelopedmembersofthesetendtobeassociatedonlyforpowerandprestigeratherthanforthebetterofthedestination.Insomecasesthiscanleadto‘elitecapture’withcertainmembers/stakeholdersparticipatingfortheirownpersonalfinancialgainandnotinvolvingthe“other”keystakeholders.

ü Traditionalheavy,elaborateandtediousplanningprocesseshave,onaverage,yieldedmodest(ifany)results.Atbestmostoftheseprocesseshaveproducedlengthydocuments(marketingplans,destinationstrategies,brandstrategies)thathaveneverbeenimplementedbecausethereisnotthecapacity(financialorhuman)orwilltodoso.

ü Traditionaldestinationmanagementparticipatoryprocessesimplythateverybodyhastoagreeabouteverything.Involvingeveryoneinplanningexercisesandstrivingtoreachasinglecommongoal,visionandmasterplaninmostcasesdoesnotworkandisnotsustainable.Realizingthemotivationsandincentivesofeveryonearedifferentiskey.Moveawayfromcommonownership(theDMObelongstoeverybodyandserveseverybody)toeffectivetransactionsandrelationshipswithworkinggroups.

ü Poolingfundscentrally(e.g.viamembershipfeesortourismtaxes)reducestheaccountabilityoftheDMOresultinginpoorperformanceanddisgruntledmembers.Theaccountability,transparencyandsustainabilityofaDMOisimmeasurablyenhancedwhentheindividualservicesdeliveredbytheDMOarepaidforbyprivateandpublicsectororganisationsthatwillbenefitfromthese.i.e.Feesarecollectedonanactivity-by-activitybasisratherthanpoolingfundscentrally.ThisensurestheDMOisaccountableforeachactivitytheyarepaidtodoandensurestransparencyandbetterlong-termrelationshipsbetweentheDMOandtheircustomers.


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Annex5:TheSix-StepapproachtotheStGallenDestinationManagementModel

Source:UniversityofSt.Gallen,Switzerland.

Step#1

Step#2

Step#3Step#4

Step#5

Step#6


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Annex6:KhammouaneProvinceTourismStatistics

Source:MinistryofInformation,Culture&Tourism,2014TourismStatisticalReport

Source:MinistryofInformation,Culture&Tourism,2014TourismStatisticalReport

050000100000150000200000250000300000350000400000450000500000

2010 2011 2012 2013 2014

TouristNum

bers

YEARS

KhammouaneProvince,LaosPDRTotalTouristArrivals

2010-2014

Growth of170%from2010to2014

Domesitc34%

International66%

KhammouaneProvinceDomesticVisitorsvs.InternationalVisitors

2014


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ProjectedGrowthofVisitorArrivals-KhammouaneProvince(2012–2025)BasedonADBTourismDevelopmentProjectInvestments

Source:AsiaDevelopmentBank(2013)Accessedonlineathttp://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdf

VisitorNumberProjectionsforElephantCave(XangCave)followinginvestmentinInfrastructurefromADB(2014-2025)

Source:AsiaDevelopmentBank(2013)InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,GMSTourismInfrastructureforInclusiveGrowthProject(RRPLAO46293-003)

VisitorNumberProjectionsforSikhottabongStupafollowinginvestmentinInfrastructurefromADB(2014-2025)



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SikhottabongStupa–VisitorandRevenueProjections,ADB2014/15Basedon theconservativeprojected increase invisitorarrivalsafterproject completion fromaround144,480 in 2018/19 to around 232,000 in 2024/25 (a constant 30% assumed to be international),annualrevenuegeneratedbythetouristfacilitiesatthecompoundwillrisefromaboutKN959.0million($124,560)toaboutKN1,537.0million($199,610)overthesameperiod.Thiswillbegeneratedfrom:- EntryfeesofKN5,000forinternationalvisitorsandKN3,000forlocalvisitors;- Charges for vehicle parkingbasedon an averageof KN10,000per car/van and an assumptionof

30%usebyallvisitors;- Useofpublictoilets(KN2,000perentry)assuminguseby50%ofallvisitors;and- The rentalof kiosks for the saleof food,beverages, religiousarticles, souvenirs, andhandicrafts.

This includes 10 stalls operating permanently for which there will be a nominal rental ofKN500,000/stallperannum,andabout50stallseachoperatingduringfestivaltimesforaperiodofabouttwoweeksforwhichtherewillbearentalfeeaveragingatKN300,000/stallperannum.

- Private donationsmade to the stupa or of receipts from guide services are not included in therevenuecalculations.

- Allprojections includeanassumed2%perannumincrease inrevenueoverthe2018/19-2024/25period.



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Annex7:KhammouaneProvince:ProposedDestinationManagementNetworkTaskforces

Note: Inordertosuccessfully implementtheabovetaskforcesandavoidmistakesmadepreviously inLao PDR with tourism working groups / taskforces it is recommended that the DMN considerimplementingafewkeytaskforceswithinthefirstyeartoensuretheirsuccess.Thenumberofactivitieseach taskforcecan implementwithin the firstyearwilldependon theskill levels, fundingavailabilityandtimecommitmentsoftheirproposedmembers.

KHAMMOUANEDes-na-onManagementNetworkBoard

TaskForce8:HinNamNotaskforce

TaskForce9:KhongLor/Nathantaskforce

TaskForce10:Nakaieco-tourismtaskforce

TaskForce11:Sikkhotabongfes9valtaskforce

TaskForce12:Thelooptaskforce

TaskForce1:Marke9ngandPromo9on

TaskForce2:Hospitalityskillstaskforce

TaskForce3:Tourguidetrainingtaskforce

TaskForce4:Responsibletourismtaskforce

TaskForce5:Tourismsta9s9cstaskforce

TaskForce6:Tourismpoliciestaskforce

TaskForce7:TransportandaccessibilityC

Proposedmembers:GIZ,HiNamNostakeholders

Proposedmembers:KhongLorstakeholders,districttourismoffice

Proposedmembers:NT2,Nakaistakeholders

Proposedmembers:EventcommiKee

Proposedmembers:MadMonkey,SabeideeGH,DICT

Proposedmembers:DICT,hotelandtravelagentfocussingonintl.mkt.,GIZ

Proposedmembers:Hotelandrestaurantassocia9on

Proposedmembers:DICT,travelagentassocia9on,tourguides

Proposedmembers:DICT,socialwelfaredep,urbandev,GIZ,GreenDisc.

Proposedmembers:DICT

Proposedmembers:DICT,3privatesectorrep.

Proposedmembers:DICT,publicworksandtrans.,2privatesectorrep.

DMNSecretariat


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Annex8:KhammouaneProvince:DMNFeedbackonDMPActivityPlans,2016

§ Conservation and protection of the colonial buildings as a unique tourist attraction in Thakhek

§ Promotion of Sikhottabong Stupa (Muang Kao) Festival and Drafting the Protection Plan

(especially, the cleanliness of the site during the event and after event).

§ Establish the Management Committee for Sikhottabong Stupa Site.

§ Improve information on Sikhottabong Stupa (focus on domestic and Thai tourist flows) § Organize of space for selling local products around Sikhottabong Stupa (to promote tourism in

the area) § Increase public relations on the Sikhottabong Stupa Event/Festival

§ Restoration of nine traditional houses at Sikhottabong Stupa area to become an tourism activity

Other Comments: Propose for additional development (the loop) § Old Thakhek kao – include old town of Thakhek into the loop

§ Nang Aen cave

§ “Great wall”

§ Toum Pha Vang Stupa

§ Phachan cave,Namdone lake, Muang Phone Stupa

§ “Kha Nhu” – wildlife conservation (this kind of animal only in Khammouane).

§ Phanang cave (Mahaxay Dist.)

§ Nong Phieng Xang cave (Nhommalath Dist.)

§ Nam Theun lake reservoir (Tha Lang)

khammouane province 2016 – 2018 - tiigp laos

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