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Oudomxay Province Destination Management Plan: 2016 - 2019

Funded by:

Prepared by:

In conjunction with:

MICT

Oudomxay Province Tourism Destination

Management Plan 2016 - 2018

Final

15th January 2016 Lao PDR

Oudomxay


2

TableofContents

1. ABBREVIATIONS..........................................................................................................................3

2. DESTINATIONPROFILE................................................................................................................5

3. VISIONFORTHEDESTINATION,OPPORTUNITIESANDCHALLENGES............................................93.1 VISION:............................................................................................................................................9

3.2SWOTANALYSISFOROUDOMXAYPROVINCE..........................................................................................10

3.3UNIQUESELLINGPOINT&DESTINATIONPOSITIONING:.............................................................................12

4. MARKET-BASEDANALYSISOFCURRENTVISITORS......................................................................134.1INTRODUCTION...................................................................................................................................13

4.2ANALYSISOFVISITORFLOWS.................................................................................................................14

4.3PRIORITIZATIONOFSTRATEGICVISITORFLOWS........................................................................................20

4.4OVERALLCONCLUSIONOFANALYSIS.......................................................................................................21

5. DESTINATIONACTIONPLAN.......................................................................................................23

6. MONITORINGANDEVALUATION...............................................................................................336.1WHYMONITORING&EVALUATION?.....................................................................................................33

6.2THERESULTSFRAMEWORK...................................................................................................................33

6.3THEMEASUREMENTPLAN....................................................................................................................34

7. REFERENCES...............................................................................................................................46

8. ANNEX.......................................................................................................................................48ANNEX1:DEFINITIONS...............................................................................................................................48

ANNEX2:BACKGROUNDTOTHEDESTINATIONMANAGEMENTPLAN................................................................50

ANNEX3:PURPOSEANDUSEOFTHEDESTINATIONMANAGEMENTPLANS.........................................................51

ANNEX4:KEYLESSONSLEARNED:THECHALLENGESOFDESTINATIONMANAGEMENT..........................................53

ANNEX5:THESIX-STEPAPPROACHTOTHESTGALLENDESTINATIONMANAGEMENTMODEL................................54

ANNEX6:OUDOMXAYPROVINCETOURISMSTATISTICS...................................................................................55

ANNEX7:INVENTORYOFTOURISTATTRACTIONSINOUDOMXAYPROVINCE,2014/15........................................59

ANNEX8:POTENTIALTOURISMROUTES/FLOWSINOUDOMXAYPROVINCE.......................................................60

ANNEX9:OUDOMXAYPROVINCE:PROPOSEDDESTINATIONMANAGEMENTNETWORKTASKFORCES......................61

ANNEX10:OUDOMXAYPROVINCE:FEEDBACKONDMPACTIONPLAN,2016....................................................62


1. Abbreviations

ADB AsiaDevelopmentBank

AEC ASEANEconomicCommunity

AFD AgenceFrancaisedeDeveloppement

ASEAN AssociationSouthEastAsianNations

BAF BusinessAssistanceFacility

BKK Bangkok

CBT CommunityBasedTourism

DEPT Department

DEV Development

DICT DepartmentInformation,Culture&Tourism

DMC DestinationManagementCompany

DMN DestinationManagementNetwork

DMO DestinationManagementOrganisation

EDC Enterprise&DevelopmentConsultants

FIT FullyIndependentTraveller

GIS GeographicInformationSystem

GiZ DeutscheGesellschaftfürInternationaleZusammenarbeit

GM GeneralManager

GMS GreaterMekongSub-region

GOVT Government

HR HumanResource

HRTAA Hotel,RestaurantandtravelAgentAssociation,Oudomxay

IBA ImportantBirdArea

ICBF IntegratedConservationofBiodiversityandForests

INGO InternationalNonGovernmentalOrganisation

INTL International

JICA JapanInternationalCooperationAgency

KL KualaLumpur

KOICA KoreanInternationalCooperationAgency

LANITH LaosNationalInstituteofTourism&Hospitality

LP LuangPrabang

LPG LuangPrabang

M&E Monitoring&Evaluation

MICE Meetings,Incentive,Conference&Exhibitions

MICT MinistryofInformation,Culture&Tourism

MKT MarketorMarketing

MSME MicroSmall&MediumEnterprises

N/A NotApplicable

NBCA NaturalBiodiversityConservationArea

NGO NonGovernmentalOrganisation

NPA NationalProtectedArea

NZAID NewZealandInternationalDevelopmentAgency

ODX Oudomxay

OPT OckPopTok

PAM ProjectAdministrativeManual(ADBTIIG)


4

PATA PacificAsiaTravelAssociation

PDR People’sDemocraticRepublic

PIU ProjectImplementationUnit

PMC HandicraftProductivity&MarketingCentre,Oudomxay

PRIVSEC PrivateSector

REF ReferorReference

SGDM StGallenDestinationModel

SME SmallMediumEnterprises

TIIG TourismInfrastructureforInclusiveGrowthProject,ADB

TO TourOperator

ToT TrainingofTrainers

TRANS Transport

USD UnitedStatesDollar

VTE Vientiane

WWF WorldWildlifeFund

WCS WildlifeConservationSociety


5

2. DestinationProfileNOTE:SignificantvarianceinfiguresprovidedbytheOudomxayDICTandthe2014MICTStatisticalreport???In2014/15theprovincereceived220,817touristsperyearofwhich56%areinternationaland44%are

domestic.SourceDICTOudomxay

OR

In2014/15theprovincereceived102,050touristsofwhich17%areinternationaland83%are

domestic1

.SourceMICT

DICTOudomxayhasrecordsbycountryofresidence.

Totalinternational=123,567(DICT)vs.16,860(MICT)???

VisitorstoOudomxaiProvince14/15(DICT2015figures)

1. Chinese=56,982

2. French=17,978

3. German=8,032

4. Thailand=5,262

5. UK=5,165

- OudomxaiProvinceislocatedinthe“HeartofNorthernLaos”andisoneofthemostaccessible

ofthefarnorthernprovinces,bothbyroadandwaterbasedtravel.

- ItscapitalisOudomxay,alsoknownasMuangXay.

- TheprovincebordersChinatothenorth,PhongsaliProvincetothenortheast,LuangPrabang

Province to theeastand southeast,XaignabouliProvince to the southand southwest,Bokeo

Provincetothewest,andLuangNamthaProvincetothenorthwest.

- ItisoneofthemostthemostimportanttrafficjunctionsinnorthernLaos(theonlyroadfrom

Luang Prabang up north crosses Oudomxay). The capital is a thriving trading town between

ChinaandLaos.

- In2014/15theprovincereceived102,050touristsofwhich17%areinternationaland83%are

domestic2

.From2013to2014OudomxayProvincestotalvisitorsreducedby70%from172,731

to102,050.WHY???

- Totalinternational=123,567(DICT)vs.16,860(MICT)???

- Chinesetouristsmakeup46%3

ofallinternationaltouristsinOudomxayprovince.

- Therearethreekeytourismdestinations/areasinOudomxayProvince.Inorderofpopularity

theyare:1)MuangXay,2)PakBengand3)MuangLa.

- Almostall internationalvisitorsuseOudomxayasatransitdestination.Eithermovingthrough

fromThailandtoLuangPrabangonaluxuryrivercruiseorasabackpacker(spending1nightin

PakBeng),ortransitingthroughthecapitalMuangXayonroutetoeitherLuangPrabang,Vang

ViengorVietnam.

- Asamountainousprovincecoveredinforestthosetouriststhatstaymorethan1nightcometo

experiencetheuntouchednatureandtherichculturallifeofethnicminorities(LaoLoun,Khmu

andHmong).

- Pro-poortourismdevelopmentinOudomxayhasthepotentialtoassistreducethehighpoverty

rateswithintheprovincei.e.in201467%4

oftheprovincecontinuetoliveinpoverty.Mostof

1

MICT,2015

2

MICT,2015

3

DICTOudomxay,20154

TheGlobalMultidimensionalPovertyIndex(MPI),2014


6

thepopulationcontinuestopracticesubsistenceagriculturewithmountainricebeingthemain

crop.

Figure1:MapofOudomxayandKeyTourismDestinations.


7

LOCATION: OVERVIEW: Distancesfromkeyareas(km)and

driveorflighttime(Hours)

Maintypesoftourismandmost

popularactivities

Topsevenmostpopulartouristattractions

(includingenvironmental&cultural)

ByAir:• OudomxaytoVientiane:50

mins(3timesperweek)

ByRoad/Overland:• OudomxaytoLuangPrabang:

4to5hours

• OudomxaytoLuangNamtha

to:2hrs

• OudomxaytoVientiane:18-

20hours

• OudomxaytoPakBengBoat

Landing:3hours

ByBoat:PakBengBoattoLuang

Prabang:4hours.

PakBengBoattoHouXai(Thai

Border):4hours

OverlandBorderCrossings:• ThailandBorder(HouXai)toMuangXay:4hours(300km)

• ThailandBorder(HouXai)toPakBeng:4hoursbyboat

• ChineseBorder(Mengla-

Boten)toMuangXay:4hours

• VietnameseBorderatMuang

KhuatoMuangXay:3.5hrs

(190km)

• Chinese&ThaiGroups(caravans&familiesbybus)

• WesternTourGroups(8–

20pax,ecotourism,cycling,

trekking,ethnicgroups)

• LuxuryRiverCruiseGuests• LaosMICE

• Backpackers(predominantlyinPak

Beng)

Other:

• Local,regionalandinternationaltravelagents

- Cruisinginavehicle- Motorbikes

- Boating/cruising- Ethnicvillages- Ziplining- Cycling- Boatingonriversandreservoirs

- Templevisits

- Caving- Trekking/Hiking

1. WaterfallsNamKat

2. SingkhamBuddhaCave&Temple

(MuangLa)

3. KhmuEthnicvillage(MuangLa)

4. ChomOngCave(In2012500visitors5

)

5. YorHandicraftvillage(pottery&

weaving)

6. MekongRiverCruise(PakBeng)

7. TheMekongElephantcamp(PakBeng)

Other:

• TrekkingintheLaDistrict

• HouaiKahiwaterfall

• Stupa’s:SaymoungkhouneRattanStupa,

PhuuThadStupa

• Caves:LuangCave,PhouLangCave,Phou

NgeumCave,KhamtamCave

• Bicyclingtours

• MuangPakBengSichomchengand

KotkorTemple

• TaeForestatBanMokven

• 1,000yearoldteaforest,ViengMountain

GEOGRAPHY: WEATHERPATTERN:Approximatesizeofthe

destination(km2

)andprinciple

physicalcharacteristics(rivers,

hills,baysetc.)

LevelofBiodiversity(therangeo

fdifferentplantandanimal

species)

Averagesunshinehours,rainfallandseasonal

temperatures6

15,370km2

ThetopographyofOudomxay

ismountainous,between300–

1,800metres(980–5,910ft)

abovesealevel.

Approximately60riversflow

throughOudomxayProvince

withstreams;sanddunesand

MEDIUMBiodiversityTheUpperLaoMekong

ImportantBirdArea(IBA)is

10,980hectareinsize.

Supportsarelativelyrich

riverinebirdcommunity

OudomxayProvincehasamoderatemonsoon

climate.Duetohighaltitudestherearemore

variationsintemperatureduringtheyearand

acolderdryseasoninnorthernLaosasinthe

restofthecountry.

Annualrainfallis2,600mm/yr.Rainyseason

JunetoOctober.HighestrainfallisinJuly

(350mm).

Hottestmonthsare:April&May(average

5

InstitutionalAnalysisandArrangementsforO&MofProjectFacilities,ADB(2013)6

ClimateProfileChampasak


8

shingleandstonybeaches.

2%ofOudomxayforestsare

primaryforests,48%secondary

forests7

31°C).

CoolestmonthsareOctobertoJanuarywith

February&Marchbeingthecoldest(average

18°Cto19°C).

TRANSPORTLINKS:

Distancefromnearestlocal

&internationalairport

(km)

Detailsonanyaircarriers

and/orcruiselines

bringingvisitorstothe

destination

Publictransportfacilities

toyourdestination

Additionalprivatearrangementsfor

transportingvisitorstothe

destination

Nearestairportis

OudomxayDomestic

Airportwithdailyflights

toVientianeonly.

Locatedjust5minsfrom

thecentreofMuangXay

LaosAirlines(domestic

flightsonly)

Touristbus

Minibus

TukTuk(locallyonly)

Boats(PakBeng)

Thereareinternational

busestoThailand,

VietnamandChina

daily.

• Rentacar(4WDrecommended

withadriver)

• Rentamotorbike

• Rentabicycle• BoatsalongtheMekong(Pak

BengtoLP)

• Kayaks/canoes(dependingwhereyouare)

POPULATION:

No.ofpermanentresidents Populationdensity Summer/winteror

peak/off-peakseasonal

ratioofresidentsto

tourists

%ofpop.Employedintourism

relatedjobs

Approx.265,128 ½personperkm2

Approx.1touristto

438residentson

averageperday

Unknown???

TOURISTS: Annualvisitornumbers:total

&byprincipalmarketor

hub89

Annualarrivalsbytype

oftransport

Averagetourist

expenditure10

Averagelengthofstay

Totalannualvisitors:102,050in2014

(only2%ofalltouristsin

Laos)

International:124,723(only2.9%ofall

internationaltouristsin

Laos-46%ofwhichare

Chinese).

Otherinternationaltourists:Approximately30%ofthisgrouparelowspendingbackpackers.TheremainderarevisitorsfromEurope,NorthAmerica,Australia,Cambodia,KoreaandJapan.

Domestic:96,094

PrimarySourcemarketsVisitorstoOudomxai

Province14/15

6. Chinese=56,982

PlanefromVientiane

Overland(bycaror

bus)BorderCrossing

atChina&Vietnam.

Byriverboatfrom

ThailandtoHouei

XaytoPakBeng

Busfromotherareas

ofLaos(Vientiane

andLuangPrabang)

International:U$60

(approximationonly)

Figuresonlyavailable

forallofLaos.

International:US$73.3

Regional:Av.US$21

1night/1day

NationalAveragelengthofstayin

Laos:7.9days

7

IUCN

8

TourismLaos2014StatisticalReportonTourism

9

DICTOudomxayStatisticReport2014/15

10

Ibid.


9

7. French=17,978

8. German=8,032

9. Thailand=5,262

10. UK=5,165

TOURISMAMMENITIES:

Approx.no.ofhotelsand

roomsinthedestination11

:

Othertypesof

accommodation

available(andapprox.

no.)

Approximatenumberof

restaurants(incl.cafes)

Approximatenumberofbars

(nightclubs,pubs,etc.)

Hotels=10

GuestHouses=68

Resorts=4

TotalRooms:1,832

Av.Roomoccupancy:50%

Homestays

EcoLodges

Communityguest

houses

188 20includes15Karaokebars

Table1:OudomxayTourismDestinationProfile

3. Visionforthedestination,opportunitiesandchallenges

3.1 Vision:ThevisionforOudomxayProvinceistodevelopapropoor,sustainableandcommunitybasedtourism

industrythatfocusesondeliveringeco-adventuretourismexperientialproductsandservices12

.

ThisisinlinewiththenationaltourismvisionforLaos(2012–2020):

ü Developaleadingsustainabletourismindustrythatcontributestopro-poorlocaleconomicdevelopment.

ü Becomeoneofthepreferredregionalandglobaltourismdestinations.

Thiswillbeachievedby:

a) generatingemploymentandincomeforlocalpeople

b) strengtheningheritageprotectionanddestinationmanagement

c) increasingpublic-privatecooperationintourism

d) improvingcompliancewithrulesandregulations

e) diversifyingtourismproductsandservices

f) improvingthetourismvocationaleducationandtrainingsystem.

ThenationalvisionisconsistentwiththeLaoPDR’sSeventhNationalSocioeconomicDevelopmentPlan

(NSEDP)2011–2015,whichsupportssustainableeconomicgrowthandthereductionofpovertyand

inequality.ThevisionalsocontributestoregionaleffortstodeveloptheGMScorridoraswellasthe

ASEANTourismStrategicPlan.

11

Ibid

12

VisioncreatedbasedondestinationsSWOTandflowanalysisbyauthor


10

3.2SWOTAnalysisforOudomxayProvinceSTRENGTHS- CentrallocationwithinNorthernRegion–agoodaccesspointtootherareasofNorthernLaos,China,

VietnamandThailand.

- DomesticAirportwithregularflights

- Abundantcultural,naturalandhistoricaltourismsites.

- DICTwithgoodstructureandclearplanondevelopmentandpromotion

- Previousdonorprojectslegacyremaine.g.excellenttourisminformationcentrewiththankstoJICA.

- OpendoorpolicyfordomesticandforeigninvestmentGovernment

WEAKNESSES- Perceivedasatransitdestinationnotadestinationinitsownright(notenoughtoseeordo)

- Despitehavinganabundanceofcultural&naturalassetstherearelimitedtourismproducts.

- Insufficientbudgetallocationfortourismatadistrictandprovinciallevelinordertomeetfullpotential

- Poorroadconditionlimitingaccesstokeytourismsitese.g.ChomOng

- Poorinfrastructureinkeydestinationse.g.absenceofwastemanagementsystems,publictoilets,carparking

etc.

- Majorityofserviceprovidersarefamilyrunbusinesseshavelimitedunderstandingofwhattourismis,lack

businessmanagementskillsandlacktheknowledgeonhowtodeliverproductsandservicesrequiredfor

internationaltourism

- Conflictineconomicdevelopmentactivitieswhichimpactstourismnatureassetse.g.Rubber,banana

plantationsandbuildingoflargedams.

- Limitedmarketingactivitieslimitingtheawarenessandreachoftourists.

- IrresponsiblebehaviourofsomedomesticandChinesetouristsrespectingnatureandotherinternational

visitors.

- Limitedtourisminformationforvisitorsbeforetheyarriveinthedestination.

- Poorparticipationoftheprivatesectorintourismdevelopment

- Capacityforreceivinglargegroupsofvisitorsislimited.

- Noresponsibletourismpoliciescausingnegativesocialimpacts

- Lackofsufficientlytrainedandskilledstafftomeetinternationaltourismdemands.E.g.servicelevel,hygiene

andlanguageskills(Chinese,English&French)

- Lackofinternationaldestinationmarketingactivitiesduetoabsenceofbudgetandlackofcollaboration

betweentheprivate&publicsectors.

- Lawsandregulationsontourismmanagementarenotimprovedandrevisedinlinewithcurrenttourism

situationE.g.somelawsdevelopedin1990needtoberevisedandinlinewiththecurrentsituation.Andlaw

enforcementdoesnotoccur.

- LocalMuangXaytravelagentslackthemarketingskillsandproductdevelopmentskillstomarketthe

destinationtoVientianeTourOperatorsorinternationally.

- Lackofeffectivecoordinationbetweengovernmentagencieswhoareinvolvedintourismcausinglackof

ownershipandresponsibilitye.g.tourismpolice,trafficcontrol

- Lackofcommunicationandcoordinationbetweenprivatesectorstakeholders.

- Investmentintourism(restaurants,hotelsetc.)isoftendonewithnomarketresearchi.e.doesnotmeetthe

needsofadiverserangeofflows

- Laosasawholetourismdestinationincomparisontoregionperceivedasexpensive,oftennotsoldaspartof

tourpackages


11

OPPORTUNITIES- Opendoorpolicyforprivatesectorinvestment

- ContinuousgrowthoftourisminLaosandtheregion

- ClosenesstoChinaandtappingintothegrowingoutboundtourismsectorofChina

- Annual linkagemeeting of 8 northern provinces of Laos collaborating to promote tourism in the northern

regionwithprivatesectorparticipation.

- TourismapriorityfortheGovernmentofLaoPDR

- ASEAN Economic Community provides an opportunity to attract foreign investment from both financial

institutionsandtheprivatesector

- Pro-Poorcontributiontourismcanmaketoethnicgroups

- There is cooperation between three countries (Vietnam, Thailand and Laos) à chance for tourism

development

THREATS- ThedammingoftheNamOuRiver–oneofthekeypotentialecotourismdevelopmentareas.

- ThedammingofriversingenerallowersthewaterlevelsoftheMekongimpactingtherivercruisebusiness.

- Politicalinstabilityinneighboringcountriese.g.ThailandorChina

- OnceroadinfrastructurehasbeenupgradedthereisariskthatMuangXaymaynolongerbeusedasatransit

destination. The need to stop will no longer be required as time travelled by road will have decreased

significantly

- A focusongrowthofChinesemarkets could lead to infrastructuredevelopmentandvisitorbehaviour that

causesthedemiseofthedestinationsUSPandhavenegativeimpacts.

- Increasedcompetitionfromneighboringcountries,particularlywiththeASEANEconomicCommunity

- ManyworkersfromforeigncountriesarecomingtoLaosandtakingthejobsfromLaospeople.Laospeople

lacktheskillsandqualificationstoworkasaprofessional international level intourism.Thissituationcould

exasperateoverthenextfewyears.

- Climatechangee.g. severely reducedwater levels in theMekong riverheavily impactsvisitorsarrivalswith

boatsunabletomovefromHouaiXay–PakBeng-LuangPrabang

- GlobalEconomicCrisis

Table2:OudomxayProvinceTourismDestinationSWOT:Strengths,Weaknesses,OpportunitiesandThreats.


12

3.3UniqueSellingPoint&DestinationPositioning:

‘TheheartofNorthernLaos’

The Unique Selling Proposition for Oudomxay Province ‘The heart of Northern Laos’ builds on itsstrategic geographic position providing good accessibility to other provinces in northern and central

Laosaswellas internationalcountries (China,Vietnam&Thailand).TheUSP isalsosupportedbythe

unique charm of the people and their genuine warmth – many of whom are from ethnic minority

groups.

When compared with its national competitors Oudomxay Province can position itself as having a

balanceofbothnaturalandculturalassetsyethavingmoretoseethantodoandexperience.

Oudomxay Province has an opportunity to leverage its abundance of natural and cultural assets

encouraging responsible investment in products and services that provide incredible experiences for

visitors andencouragepro-poor local economicdevelopment. PackagingOudomxay intoaNorthern

Laos brand will ensure a more cost effective and demand-driven approach to raising awareness of

tourismintheprovince.

Figure 2 below showsOudomxay Province’s current and future destination positioning compared to

otherkeytourismprovincesinLaos.

Figure2–OudomxayProvinceDestinationPositioningMap

OudomxayProvince-Des4na4onPosi4oningMap

Cultural

Natural

ToExperienceToSee

LuangPrabangVien4ane

Capital

SouthernLaos

Vien4aneProvince

KhammouaneLuangNamtha

Oudomxay

NorthernLaos

NorthernLaosincl.ODX&LNamtha,Bokeo&Phongsali

CurrentPosi4on

FuturePosi4on


13

4. Market-basedanalysisofcurrentvisitors4.1Introduction

Whatarevisitorflows?Astrategicvisitorflow(SVF)isaunitofmeasurementthatmapsouthowvisitorsmoveto/fromor

withinadestination.Theyreflectthewaytouristsinteractwithadestination:theattractionsvisited,

activitiespursuedandexperienceslived.SVFsconsistofspecifictravellersegmentswithsimilar

motivationsandthatpursuesimilaractivities.Theytendtobelocalized(e.g.canbemapped),

significantinnumbers,havetheirowndemand-supplymechanisms,exhibitindividualdynamicsand

lifecycles,createbusinessopportunitiesandcanbeanalyzed,managedandcommercialized.SVFsare

usedasthebasicunitofanalysisfordestinationmanagement.

Whyusingindividualvisitorflowsasmainunitofanalysisisimportant?Usingvisitor flows (SVFs)asamainunitofanalysisensures that thedestination isdevelopedusinga

demanddrivenapproach rather thana supplydrivenapproach.All toooftendestinationshavebeen

definedandboundbypoliticalandadministrativeborders.Theseborders,moreoftenthannot,donot

reflect theway tourists interactwith a destination. Additionally activities of the destination become

morefocusedonwhatthestakeholders(private&public)thinktheyneedratherthanwhatthevisitor

actually needs. The use of SVFs enables the destination to improve the destination and the overall

visitorexperiencebasedonwhatthevisitorsneeds:

- Whatdrivesthemtothedestination?

- Whatmotivatesthemtocometothedestination?

- Whatdotheydowhentheyarrive?

- Howmuchdotheyspendandonwhat?

- Whendotheycome?Wheredotheycomefrom?

- Wheredotheygo?Wheredotheystay?

- Wheredotheygotowhileorafterstayingatthedestination?


14

4.2AnalysisofVisitorFlowsThefollowingtableprovidesananalysisofthekeystrategicvisitorflows(SVFs)forOudomxayProvince.Foreachflowthetabledetails itscharacteristics;themotivations that drive the visitor toOudomxayProvince, the seasonality; the number of tourists in the flow; their estimated average spending per day perperson;keypeopleonthedemandsidethatinfluencetheirdecisiontobookaholidaytoOudomxayProvinceandkeypeopleonthesupplysidethatplayaroleintheirvisit.DuetothelackofstatisticsavailableformanyoftheflowsinOudomxayProvince,almostallfigureshavebeencalculatedbasedoninputfromprivatesectorstakeholdersandtheDICT.PrioritisedFlows

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

Motivationsthatdrivetheirvisit

Whendotheycome

Howmanycome

Estimatedspendingperdayperperson(USD)

Keypeopleondemandside

Keypeopleonsupplyside

Mid marketto upmarketExperiential(Groups &FITs)

PredominantlyfromFrance,German,UK,AustraliaandSwiss.High-incomeearners.Usually enter Oudomxay from LuangPrabang or from Houai Xay - Pak Bengandstay2to3nights.MayhavebeentoLaosoncebeforeandwanttoexperienceplaces beyond Vientiane and LuangPrabang. Like to stay in upmarketaccommodation (e.g. Muang La Lodge,LuangSayLodgeandPakBengResort)aswell as village homestays in Ethnicvillages (La and Khum). Will bicycle &walk. Age is 35 – 70 travelling in groupsof min. 8 to max. 25 people or as FITs(couplesorfamilies)

Experiencethenature&cultureofruralLaos.Wanttoseehilltribes.ExperienceSEAsia(Cambodia,Laos,Thailand&Vietnam)

PeakistheEuropeanWinter(Oct-Mar)isthepeakperiod.With a steadystreamthroughout theyear.

France:17,975Germany:8,032UK:5,163Australia:4,410Source:DICT,’15.Note:abovefigureswillAlsoincl.backpackers.Cannotseparatedata.

USD150++ perdayperperson.Guestimateonly!

Friends&FamilyMedia: Travel Articles inmagazines &newspapersOnline Travel Forums /Reviews:TripAdvisorTourOperatorWebsiteswhospecialiseinLaosortheregionAwardwinninghotels

Tour operators intheir country ofdestination whofeatureLaosKeySEAsianTourOperators whofeatureLaos

Backpackers

PredominantlyfromAustralia,UK,Germany&FranceandsomeThaiBackpackers(viaboatonly)MajoritycomeviaboatfromHouaiXaytoPakBengarrivingat4pmonwards,overnightinPakBengandthenmoveontoLuangPrabangat8.30am-10amthenextday.ForbackpackerscomingfromHouaiXay,PakBengisgenerallytheirfirstnightspentinLaos.ForthosecominguptheriverfromLuangPrabang,itisgenerallythelastnightspentinLaos.

Seeinganddoing(natureandculture)whilsthavingfun.

Allyearround. Unknown.In2011tourisminPakBengaccountedforabout65%ofalltourisminOudomxay.Approximatevisitationofabout70,000people

BetweenUSD15toUSD20perday

Friends&otherbackpackersTripAdvisorBackpackeronlineforumsTravelfish.com

AdventurecompaniesBackpackertravelagentssellingpackagestailoredtothisgroupe.g.thebikecompanySamlaanBicycling.GuesthouseandhomestaysinPakBeng,MuangXay


15

PrioritisedFlows



Whendotheycome

Howmanycome




SomealsotravelbyroadfromeithertheChineseBorderorLuangNamthaspendingonenightinMuangXayfromwheretheyorganizethenextlegoftheirtrip.Theyusuallywilldoabicycle,trekandboattripfor1to2days.Oftenspend1or2nightsinMuangLawheretheygotoseetheethnictribes.FromMuanglatheyheadtoNongKiauwinLuangPrabangProvince**.**currentlytakeaboatonRiverNamOubutdammingofriverwillstopthis.Stayincheapguesthousesorhomestays&eatstreetfood,utilisePublicTransport(Buses),&tuktuks.SometimeshirebicyclesifovernightinginMuangXay.Keyactivitiesaretrekking,cyclingandriverboattrip(speedboattoNongKiauw4hoursandtoLP).

annually13.Backpackersmayaccountfor20,000to30,000travellingperyear???

andMuangLa.

ChineseCarCaravans

TwotypesofChinesecaravans:1. Familytrip(2familiespercar=

4or5peoplepercar)2. CarClubs

UsuallywealthierChinese(age35to60)whotravelintheirownvehiclesinacaravanof30to100vehicles.Mostbelongtooneofthemany(500++)automobileclubsinChinawhoeveryyearorganizeseveralweek-longroadtripsthroughoutAsia.Willspend1nightinMuangXay&thendriveontoLuangPrabang&VangViengInMuangXaytheygotoNamKatforthedayandusuallyexperience3keyactivities:Waterfall,ElephantrideandZiplining.Theyuserestaurants,toilets,

UseMuangXayasatransitdestinationonroutetoLuangPrabang–roadsareinapoorconditiontobeabletotravelinonedayfromthebordertoLP.Theylovetakingtheircarsonlongjourneys.Seeingsomething/somewherenew.

ChineseNewYearisthePEAKtime.Whentheyhaveenoughtimeoffworktotravellongdistances.

EachCaravancanhavebetween30to100carswith2to6peoplepercar(oftentwofamilies).TotalChinesevisitorstoOudomxayProvince14/15=56,982.Source:DICTNationalStatsattheBoten

USD60–USD100++

AutomobileClubsinGuangzhou,Kunming,etc.CarmanufacturersWordofmouth(friendsandothercarenthusiasts)

TourOperatorsinShantou,Guangzhou,Kunming,Shanghai,Beijingetc.TouroperatorsownedbyChinesebasedinLP(thereare5)andMuangXay(thereis1)WebsitesofChinesehotelsinMuangXay(Dansavanh&

13ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015,ADB-GMSSustainableTourismDevelopmentProjectinLaoPDRDraftDocument.


16

PrioritisedFlows



Whendotheycome

Howmanycome




petrolstationsandneedcar-parkingfacilities.TendtostayandeatinChineseownedhotels.

ChineseBordercrossingreveal278,228peoplecrossedin2014.What%ofthesearecaravansisunknown.

SuangSai)

MICE(Domestic)

LaoscompaniesfromtheNorthernProvinces&VientianecapitalaswellasNorthernLaosgovernmentofficialswhocometoMuangXayformeetings/conferences.Generallystay2days/1to2nights.UsuallyjusthavemeetinginthehotelshoweveriftheydoanyactivitiesitwouldbeavisittoNamKat,MuangLaBuddhatemple,ChomOngcave,waterfalls,PhouThattemple,organicvegetablegarden,anethnicvillageandbuyhandicrafts.Usuallygroupsof30to100people.

Centrallocation!DirectflightsfromVientianeSomewheredifferent/beyondthenormConferencefacilities

Allyearround.Shouldpromotethelowseason(April–Oct)

Approx.900peopleperyear.Guestimatefromworkshop.96,94domestictouristscametoOudomxayin‘14/15.Source:DICTItisnotpossibletosplitbyflowwhat%oftheseareMICE.Oudomxayhas4hotelsthatcanhostconferences.Totalroominventoryisapprox.170rooms.

USD30to50perpersonperday

Friends(otherbusinessmenorwomen)Governmentdepartmentconferenceorganizers

CorporateTravelSpecialistsinVTETravelAgentsinVientianeandOudomxayHotelwebsitesinMuangXay:- Mittaphab- Sayasana- Suensang(Chineseowned)

- Dansavanh(Chineseowned)

CorporateTravelSpecialists

ChineseBigBusGroups

Spend1nightinMuangXayontheirwaytoLuangPrabang.Alotofretiredcoupleswithsomeyounger(30yearsofage)onpackagedholidays.Travelin45seaterminibusesinacaravanof4or5(i.e.totalgroupsizeis200).UseMuangXayasatransitdestinationonroutetoLuangPrabang.AlsogotoVangViengandthenreturn.WhentheyreturntheyusuallyjustdrivethroughMuangXayand

1.SeesomethingdifferentoutsideofChina(Sightseeing)2.TransitdestinationonroutetoLuangPrabang.

ChineseNewYear(February)

CurrentstatsdonotsplittheChinesevisitorsbyflow.TotalChinesevisitorstoOudomxayProvince14/15=56,982.

USD70perday???Guestimate

Theyusuallyconsultuptofivesourcesofinformationbeforetheymakeadecision.

- onlinesocialmedia- www.daodao.com- Chinese

TripAdvisor- Wechat(friends)

ChinesetouristsusuallybookthroughatouroperatorinChina.

TravelTradeFairsthattargettheChinesemarkete.g.CITSChinaInternational


17

PrioritisedFlows



Whendotheycome

Howmanycome




headtotheborderwheretheyspendthenight.InMuangXaytheygotoNamKatforthedayandusuallyexperience3keyactivities:Waterfall,ElephantrideandZiplining.TheyshopinOudomxaytownfordriedwildboar,ThaiproductsandLaosherbalmedicine.UsuallystayinChineseownedhotelsinalldestinations(wherepossible)orsometimesotherhotelsdependingonavailabilityandsize.Mostmeals(notall)areeateninChineseownedrestaurants.

Source:DICTTotalinternationaltouristscrossingBotenborder2014:250,594

- TV- Newspapers- WordofMouth- Magazines- TravelAgents- TravelGuides

Wordofmouth

TourismConferenceTouroperatorsinOudomxaytownwhodealwiththesegroupse.g.-YernTa(touroperatorthatisChineseowned)-Salika(locallyowned)-Sunti(locallyowned)

ThaiCarCaravans

Spend1nightinMuangXayontheirwaytoVietnam(Sapa)and1morenightwhentheyreturnfromVietnam.Usuallytravelwith2to4peoplepercarinacaravanwithaminimumof10carsandmax20-25cars.Usuallyescortedwith1touristpoliceuptothebordercheckpointwithVietnam.Arrive5.30pm–6pm.Usuallystayin3starhotelse.g.CharmingLaos,Mittipanhotel&LaKhaminMuangLa.MoststopattheBuddhatempleinMuangLaforprayer.TheyusuallyeatintheirhotelorinKanyalocalrestaurantorinChineserestaurants.WatchthesunsetfromtheStupaandbeforebreakfasttheywanderaroundthetowntakingpictures.Don’tshop.Theyarefromwealthyfamiliesandhavethecapacitytospendbutthereisnothingappealingforthemtobuy.Theywanttobuysouvenirs&handicrafts.Usuallygototwocountriesontheirroadtrip:

1. Laos,&Vietnam2. Laos&China

Iforganizedviaacarclub–thecarclub

WantcoolweatherAndtoexperienceanothercultureandcountry.LoveNatureUseitasatransitdestination

PeaktimetheycomeisforChineseNewYearinFebandalsoinThaiNewYearinApril.Alsowhentherearepublicholidaysthatmakelongweekends.

Unknown.Approx.no.ofThaitourists5,262in‘14/15Source:DICTThenumberofpeopleinThaicaravansinOudomxayProvinceisabout1/3lessofChinesecaravans.Similarnumbersofcarsbutfewerpeoplepercar.

Accommodationspendisusually3starUSD50–70pernight.TotaltripcostinOudomxayis:USD100/3,500BahtperpersononewayorUSD126/4,500Bahtperpersonforareturntripforthefacilitationfee

-Associationofcarowners-Friend&family-Andcarcompanies/manufacturers

Bangkok,ChiangMaiandChiangRaiorNanProvincebasedtravelcompaniesthatspecializeinCaravantripssuchasRoadTripIndochina&CaravanIndochinaMuangXayTravelAgentssuchasSalika.


18

PrioritisedFlows



Whendotheycome

Howmanycome




oftenprovide1weekoftrainingbeforetheycomeonthetrip.“howtodriveinaforeigncountry”

ThaiMotorbikeCaravan

WealthyindividualsorgroupsusuallyfromBangkok,ChiangMaiorChiangRai–predominantlyThaiwithsomeAustralianandEuropeanexpatsaswell.OwnersofHarleyDavidson,BMWorKawasakiluxurymotorbikes.Oftenbelongtoabikeclubandwoulddocaravantripsintheregionafewtimesayear.JustuseMuangXaytownasatransitdestinationforonenight.TheyneverreturnthroughOudomxayProvince.Onlyeveroneway.Minimum10bikespercaravan.

1.Spendingtimewith‘their’bikeonalongroadtrip.2.Seeingsomeofthesightsacountryhastooffer.3.Endofeachdaysjourneytheyliketoenjoygoodfood.

Thaifestival/publicholidays(longweekends).PeakarrivalsareinApril&May.

Unknown.Approx.no.ofThaitourists5,262in‘14/15Source:DICTBikesnumbersareabouthalfthatofThaicarCaravans.

USD70–USD200++perday.

MotorbikeClubsinBangkok,Chiangmai&ChiangRai,NanProvinceinThailandBikeshopsinNanProvincethatsellorrentbigbikes.Wordofmouth(otherbikers)

UsuallythroughbikesshopsdirectwithlocalLaostravelagencies.Laosbasedtravelagenciesthatarrangebordercrossingandpoliceescortsfor<4people.

Luxury RiverCruise

PredominantlyEuropeans.SimilarprofiletoHigh-endExperientialmarketbutperhapsolder50-80yearsold(retiredcouples)LiveontheboatwithoftenonenightinPakBengeitheratLuangsayLodgeorPakBengResortorontheirboatse.g.Pandaw,Shompoo,NavaMekongetc.Usuallyarrivebetween4pmandsunsetanddepartthenextdayby10am.UsuallyhavestartedtheirjourneyinThailandorLuangPrabang.AreusuallyleavingorjustarrivingLaos.Theydon’thavetimetospendmoneyonanythingotherthansmallfooditems(butusuallytheboatsprovidealloftheirfood)

The Mekong RiverCulturalHeritageCruisingenthusiasts

Peaktime isOct–Mar and thenfrom June to Septisalittlequieter.Boatsgenerallydonot run in AprilandMaywhentheriveristoolow.

Mekong Cruiseshas 3,500peopleperyear.Approx.15,0000peryear.

USD250++ perday

LuxuryTravelAgents(bespoketravel)FriendsWebsitesofMekong

Rivertrips

TravelAgenciesthatsellMekongRiverCruises/Cruisesingeneral.Therearefivekeycompanies.

1. MekongCruises2. NavaMekong3. MekongRiver

Cruises4. PandawRiver

Cruises(Newentrant)

5. Shompoo

ChineseBusinessTourists(andsomefromVietnam)Notapriority

Chinesebusinessmen(Age30–50)comingtoLaostoinvestinagriculturalprojectsorsellagriculturalmerchandisetolargefarms.Mostinvestmentisinlargerubber&bananaplantations.Oudomxayprovinceissometimestheirdestinationbutgenerallynot–theyuse

Makemoney!!Dobusiness!!Sell,sell,sell….buy,buy,buy!

AllyearroundwithpeakinNovtoFeb.

TotalChinesevisitorstoOudomxa7Province14/15=56,982.Currentstatsdonotsplitthe

USD40-50pernightfor1nightonly.

OtherChinesebusinessmeninChinaandLaos.

ChineseHotelsinOudomxayChinesenetworkalreadysettledinOudomxaytown.


19

PrioritisedFlows



Whendotheycome

Howmanycome




flowhencenoactivities.

MuangXayasatransitlocationtoandfromotherareasofLaos.TheytravelbyroadfromBoten(privatevehicle).WantgoodChineserestaurants–theyeatanddrinkalot!!!PrefertostayinChineseownedhotels.(Getfood,roomandlanguageallinone!)

Chinesevisitorsbyflow.Anecdotalevidencesaysthereareabout1/10BusinessTouristscomparedtoChineseCaravannumbers.TotalinternationaltouristscrossingBotenborder2014:250,594

Table3:OudomxayProvince:AnalysisofVisitorFlows


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,scoringwascompletedbasedinput fromprivatesectorstakeholdersandtheDICT.Table4belowshowsthe9flowsthatwererankedforOudomxayProvince,highlightingthetop6flows.

FLOWRan

k FlowScoring1to3

No.ofTourists

Av.Spendpervisitorperday

ContributiontoResponsibleTourism

TotalOutof9

1 Mid–HighendExperiential(FITS&Groupsof8-25pax) 2 2.5 2.5 7

2 LuxuryRiverCruise 2.1 2.7 2 6.83 Backpacker 2 1.5 2.5 6

4 CarCaravanfromChina 2 2.5 1.5 6

5 MICE(Domestic) 2.5 1.8 1.5 5.8

6 ThaiCarCaravans 1.5 2.3 2 5.8

7 ChineseBusGroups 2 1.5 1.7 5.2

8 MotorbikeCaravanfromThailand 1 1.8 2 4.8

9 BusinessTourists(predominantlyChinese&Vietnamese) 0.5 2.5 0.8** 3.8

**hugeenvironmentalissuesintheirinvestmentsfaroutwayanypositiveeconomicimpact.Table4:OudomxayStrategicVisitorFlowsRanking&PrioritizationScoreCard&Rank


21

4.4OverallConclusionofAnalysisThefollowingarekeyconclusionsoftheanalysis.

1. Transitdestination:ThekeytourismdevelopmentchallengeforOudomxayProvinceisshiftingit from being a transit destination to an experiential sustainable tourism destination wherevisitors stay longer than one night. Almost all flows with the exception of the Experientialmarket and some Backpackers stay only one night in the destination. Most visitors movethrough theprovinceon theirway to LuangPrabangorVietnam.Additionally once the roadinfrastructurewithin theprovince is improved,MuangXayandMuangLaareat riskofbeingcompletelybypassedastraveltimesbetweenChinaandLuangPrabangandLaosandVietnamare significantly reduced. Without strategies aimed at avoiding this scenario tourism inOudomxayProvincemayendupbeingonlyinPakBeng.

2. NorthernLaosvs.OudomxayProvince:AlmostallvisitorflowshavevisitedothernorthernLaosprovinces (Luang Namtha, Bokeo, Phongsali) either on their way to and from OudomxayProvince. Oudomxay could benefit from collaboratingwith other northern Laos provinces todevelop a destination brand ‘Northern Laos’. This would assist in developing the area as adestination in its own right. This also supports the visitor flow approach of focussing ondemand driven tourism rather than supply driven tourism or tourism that is defined byadministrativeborders. Lessons learned thedevelopmentof thedestinationbrandSouthernLaoswww.southern-laos.com/-English-shouldbenoted.

3. Pro-Poor Responsible Tourism Development: Pro-poor tourism development in OudomxayProvince has the potential to assist reduce the high poverty rateswithin the province i.e. in2014 67%14of the province continue to live in poverty. Any future investment or productdevelopment should ensure that ethnic communities benefit from tourism and that thenegativeimpactsoftourismareminimized.Currentlytherearenoresponsibletourismcriteriaorguidelinesinplacefortheprovinceorforindividualflows,limitingtheabilityofcurrentandfuturetourismtohaveapro-poorimpact.

4. SkillDevelopment:Allflowsrequirearangeofimprovedskillstobeabletomeetthedemands

of current and future international visitors and improve the overall competitiveness ofOudomxayProvincewithinLaosandtheregion.Keyskillsrequiredinclude:o Hospitalityserviceskills(housekeeping,frontoffice,food&beverage&foodproduction&

hygiene)o Tourguidingskills(content,communication,problemsolvingetc.)o Foreignlanguageskillso Tourism SME business development skills (tourism marketing, business management &

productdevelopment)o ResponsibleTourism(howtoimplementintotourismdestinations,sitesandSMEs)o DestinationManagement (visitormanagement, research & statistics, cultural heritage &

naturalresourcemanagementetc.)

14TheGlobalMultidimensionalPovertyIndex(MPI),2014


22

5. Demand-driven product development that builds on natural and cultural assets: Currentlyalmostallvisitorflowsuseonlythreekeydestinations:PakBeng,MuangXayorMuangLa.Thedestination however has an abundance of natural and cultural assets in other areas that ifresponsible tourism products and services were developed and marketed may encouragepeopletostaylongerandspendmoreE.g.Agritourism,Ecotourismproducts.Furtherresearchintotheviabilityofthesetypesofproductsandservicesneedstobecompletedtodeterminethedemandpotentialbefore investment ismade.Withoutademand-drivenprofessionalandstrategic approach it is unlikely investments will be financially viable or foreign or domesticinvestmentintourismwilleventuate.Thiscouldbeaccentuatedbytheriskofthedestinationbeingby-passedonceroadinfrastructureisimproved.

ThedetailedactionplaninSection8specifiesactivitiesforeachflowandforthedestinationingeneral,includinganallocationofresponsibilitiesandresources.TheactionplanincludesspecificactivitiestoaddresstheaboveconclusionsandassistcapitalizeonthestrengthsandopportunitiesaswellasovercometheweaknessesandthreatshighlightedintheSWOTanalysis.


23

5. DestinationActionPlanThefollowingisacomprehensiveDestinationActionPlanforChampasakProvince.

DestinationManagementActivityPlan,OudomxayProvince(2016–2018)Code

Nameofvisitorflow Identifiedactionstostrengthenflow Prioritylevel:1=high2=med3=low

Leadrespons.

Timing Resourcesneeded(USD)

Potentialsourceoffunding

Additional resources neededintermsofHRexpertise(costfortheHRexpertiseisincludedintheresourceestimates)

1 ExperientialVisitors(Groups&FITs,midtoupmarket)

1.1 Conduct hospitality training in keyaccommodation&restaurantproviders tomeet thedemands / expectations. E.g. hygiene standards,serviceetc.(RefB1&B2)

1 HospitalityTrainingTaskforce

Jan 16 –Dec18

(RefB1&B2)

- TIIGP

1.2 Conduct training with transport providers(vehicles,boatsetc.)toensureinternationaltourismstandards(quality,safety&service)(RefB1&B2)


Jan 16 –Sept16

(RefB1&B2)

- TIIGP

1.3 Conduct tour guide training: language& natureguidetraining.(RefB2&B3)

1 GuideTrainingTaskforce

MonthlystartMarJan16

(RefB2&B3)

- TIIGP

1.4 Work with VTE based travel agents on tourpackagesanditinerariesincludingOudomxay

2 MarketingTaskforce

Jul16–Jun17

N/A N/A VTEbasedDMCs;Internationalbased travel agents/DMCscatering to Westernexperientialgrouptourmarket

1.5Develop&diversifyexperientialproductofferforPakBeng,MuangLaandChampasakTown

1 ExperientialTaskforce& ProductDevelopmentTaskforce

Jan16–Dec18

80,000 -TIIGP-Otherdonors

DevelopmentAgencyTourismExpertiseProductdevelopmentexpertise

1.6 Targeted marketing of Oudomxay province (orNorthern Laos) to international tour operatorscateringtothisflow,includingexpatsinneighboringcountriesaswellasSingaporeandKL.àAttendtradefairsà In conjunctionwithVTETourOperators arrangefamiliarizationtrips** Important to have product development underwaybeforethishappens.

2 ExperientialTaskforce&MarketingTaskforce

April–Nov16,17,18

70,000 -TIIGP-Otherdonor(e.g.NZ-MICTwLuangNamtha)

InternationaltourismexpertiseInternational developmentexpertise**VTEbasedDMCs;Internationalbased travel agents/DMCscatering to Westernexperientialgrouptourmarket**Learn from lessons withSwisscontactCTBP in SouthernLaos.


24

Code


Leadrespons.




2 Backpackers

2.1ImprovetheinformationavailableonBackpackerproducts & services for those before they arrive inOudomxay Province e.g. incorporate in NorthernLaoswebsite(RefA.1).


April–Sept16 (RefA1)

- TIIGP- PrivateSector

(viaadverts)

CostsincludedinA1ProjectCo-coordinatorCopywriterWebsitedesigneretc.

2.2Experientialproductdevelopment(Ref1.5)1

ExperientialTaskforce

(Ref1.5)

3 ChineseCarCaravans(High end Chineseclients from PrestigeCarClubsinChina)

3.1 In conjunction with 8 other Provincial DICTsprioritiseandimplementkeyactivitiesfromstrategydocument (currently being developed) on whatneeds to be done to cater to the ever-growingdemands of Chinese Caravans entering OudomxayProvinceandalongtheroutetheytravel.

2 DICTPIU

Jan/Feb16-18

Budgettofollowonceassessmentcomplete

-TIIGP-JICA-PrivateSector-Provincialgovernmentdepartments

N/A

3.2 Develop & implement a roadside directionalsignage plan for Oudomxay province that is in theChineseLanguage.(RefA5)

1 DICTPIU Mar 16 –Dec18

(RefA5)

3.3 Develop a driving route map in Chinese thatincorporates driving times and key things to seealong the driving route, viewpoints,waterfalls, keyrestaurants, handicrafts, fuel stations, conveniencestores / supermarkets (or the like), tea houses etc.This could also be a joint collaboration with othernorthern Laos’s provinces and/or Luang Prabang &VientianeProvincestoincludetheentireroute.Consider distributing this to Car Caravans viaImmigrationwhentheycrosstheborder.**AdaptforThaiCaravans(Ref6.1)

1 MarketingTaskforce&CaravanTaskforce

April16–Dec16

25,000 TIIGP -ProjectCoordinator-GraphicDesigner-Copywriter(Chinese&Thailanguage)-Printing-Distributionthroughtouroperators&immigrationatbordercrossingorhotelsinOudomxay.

3.4 Consider branding the driving route andmarketingitasanentirepackagetodrivingclubsandtour operators in key destinations in China (andThailand – Ref 6.2). This should be a collaborationbetween all relevant Laos Provinces and otherrelevantASEANcountriese.g.Thailand&Vietnam.***Incorporate into National level actions. E.g. liketheGardenRouteinSouthAfrica.

2 Marketing& CaravanTaskforces

April ’16–Dec‘17

15,000 -TIIGP-PrivateSector-OtherDonors

InternationalBrandingAgencyInternationalTourismExpertinTourismRoutes

3.5 Chinese language training for guides and hotelstaff.(RefB2)

1 GuideTrainingTaskforce

(RefB2)


25

Code


Leadrespons.




3.6 Responsible Tourism Do’s & Don’ts in Chineselanguage(RefC4)

1 Responsible TourismTaskforce

(RefC4)

4 MICE(Domestic)

4.1Improvequality&service(cleanliness&productoffering, ability to cater to large numbers) ofrestaurantsinOudomxay.(RefB1&B2)


(RefB1&B2)

4.2 Develop MICE conference packages andmarketingmaterialsthatpromoteOudomxaytoLaoscompany and government departments in otherprovinces. Distribute direct to key governmentconference organizers and/ or at trade fairs inVientiane.Packagestohighlight‘excursions’

2MICE&MarketingTaskforce

Mar 16 -Sept16 3,000

- MICEPrivateSector

Somebackstoppingfromtodirectthemhowbesttodothis.CopywriterPrinterStanddesignerfortradefairs

5 ChineseGroups(by45seaterbus)

5.1 Responsible Tourism Education in Chinese (Do’s& Don’ts Printed leaflets, posters and video to beshown on the bus and produced/funded inconjunction with other provinces who receiveChinese)(RefC4)

1 ResponsibleTourismTaskforce

(Ref.C4)

5.2ConductChineselanguagetrainingforLaoshospitalitystaffandguides–especiallyathotels&restaurantsinOudomxaytownarea.(Ref.B2)

1 Hospitality&GuideTrainingTaskforce

(Ref.B2)

5.3HavefamiliarizationtripsforChinesetouroperatorstovisitOudomxaytoencouragelongerstay.**Keyinvolvementoftheprivatesector

1 Chinese&MarketingTaskforce

Mar 16 -Dec17Duringlowseason

5,000 -Hotels&TourOperatorsinOudomxay-TIIGP

5.4Attendkeytourismconventions&tradefairstopromoteOudomxayinChina.**Keyinvolvementoftheprivatesector–notjustgovernmentattending.

2 Chinese&MarketingTaskforce

Mar 16 -Dec17

15,000 - Hotels & TourOperators inOudomxay thatfocus on thismarket-TIIGP

Design of stand & marketingmaterialsCopywriterTrainingonhowtoprepareforTradeFairs(adaptSwisscontacttraininggiveninChampasak)

6 ThaiCarCaravans

6.1 Develop a driving route map in Thai (replicateChineseone)thatincorporatesdrivingtimesandkeythings to see along the driving route, view points,waterfalls,keyrestaurants,handicrafts,fuelstations,conveniencestores/ supermarkets (or the like), teahouses, Buddhist temples etc. This could also be ajoint collaboration with Luang Prabang & VientianeProvincestoincludetheirentireroute.Consider distributing this to Car Caravans viaImmigrationwhentheycrosstheborder.


Mar 16 –July16

5,000 -TIIGP

-Thaitranslator/copywriter-PrintingRef. 3.3 – adapt Chineseversion


26

Code


Leadrespons.




**AdaptChineseversion(Ref3.3.)6.2 Improve availability of handicrafts. Considerplacingshowroomsatkeygasstationsthatareopen24 hours. Most of the Handicrafts on sale areinaccessible (shopsclosed)during the times touristsareavailabletoshopinOudomxay.

1 HandicraftTaskforce

Mar 16 –Dec16

N/A -TIIGP-DICT

Utilise expertise of the PMCOudomxay & Tour Operatorse.g.Salika

6.3 Consider branding the driving route andmarketingitasanentirepackagetodrivingclubsandtouroperators in keydestinations in Thailand (andChina – Ref 3.4). This should be a collaborationbetween all relevant Laos Provinces and otherrelevantASEANcountriese.g.Thailand&Vietnam.***Incorporate into National level actions. E.g. liketheGardenRouteinSouthAfrica.

2 Marketing& CaravanTaskforce

April ’16–Dec‘17

(Ref3.4) -TIIGP-PrivateSector

InternationalBrandingAgencyInternationalTourismExpertinTourismRoutes

7 Thai Motor BikeCaravans(High end Thais onHarley Davidson &BMWbikes)

7.1 In conjunction with other relevant ProvincialDICTsassess,prioritiseand implementkeyactivitieson what needs to be done to cater to the ThaiMotorbikeCaravansentering LPProvinceandalongtherouteinwhichtheytravel.

2 DICTwithCaravanTaskforce

Mar 16 –July17

Budgettofollowonceassessmentcomplete

-TIIGP-PrivateSector

TBCpostassessment

7.2RefertoThaiCarCaravans(Ref6) 2 CaravanTaskforce

Ref6

8 LuxuryRiverCruises*** more to addfollowingconservationwith Mekong RiverCruise.

8.1 Development of village / community basedtourismtrainingatcertainpointsalongtheflowe.g.Sensitizationof locals totourists–whoaretourists,howtointeract,whattoofferetc.**SameforLuangPrabang

1 LuxuryRiverCruiseTaskforce

Mar 16 –Dec18

RefertoLuangPrabangProvinceBudget

- MICT- LUXDEV- JICA- Luxury Cruise

PrivateSector

Development expertise & LPCommunity Based TouristExpertise

8.2Developmentofresponsiblevillage/communitybased tourismproducts& services at certainpointsalong the flow. E.g. handicrafts, guided village tour,ricefarmingetc.Note:BuildonexistingassessmentbyPeterSemoneofLUXDEVcompletedin2014/15ontheMekong.**SameforLuangPrabang

2 LuxuryRiverCruiseTaskforce

Mar 16 –Dec18

RefertoLuangPrabangProvinceBudget

- GIZ- LUXEDEV- DICT- PrivateSector

Community Based TouristExpertise / Tourism ProductDevelopmentExpertise

8.3Conductavisitor&business survey toascertainvisitornumbersandspendandoverallsatisfactionofcruisingtheMekonginOudomxayProvince.

1 StatisticTaskforce

Nov’16-Mar’17

10,000 - MICTNationallevelbudget

- TIIGP

Expertise from ADB statisticsexpert, national level MICTstatisticsteam


27

Activitiesofimportanceforseveralflows Priority

1=high2=med3=low

Lead Timing Resourcesneeded(USD)


Additional resources needed in termsofHRexpertise(CostfortheHRexpertise is includedintheresourceestimates)

A. Marketing, promotion and tourism informationmanagementactivities

A.1ConsiderdevelopingaNorthernLaosbrandwhichincorporatesOudomxay and other key tourismprovince (LuangNamtha) in thenorth.Collaborate with other development agencies in other NorthernLaosprovincese.g.NZ-MICT.

1

MarketingTaskforce

#1May - Dec16#2 Jan – Dec17

20,000 -TIIGP-NZ-MICT

InternationalBrandingSpecialists

A.2DevelopaNorthernLaoswebsitethatprovides informationforallkeyflowsinallkeylanguages

1

MarketingTaskforce

Mar16–Aug17

10,000 -TIIGP

ProjectCoordinatorInternationalBrandingSpecialistsWebdesignerCopywriter

A.3 Build capacity on brand expression / USP amongst localstakeholders 1

MarketingTaskforce

Mar16–Aug16


International Donor Expertise(experiencefromSwisscontact)PrivateSectorBrandingSpecialists

A.4Developmarketingmaterialsinlinewiththebrandexpression. 1 MarketingTaskforce

Aug 16 – Dec17

20,000 -TIIGP-GiZ

Lao based design expertise (follow-brandexpressionguidelines)

A.5 Develop & implement a tourism signage plan for bothdirectional & interpretative signage at key sites and junctions inthreekeylanguages(Laos,English&Chinese)

1

MarketingTaskforce&DICT

April June 16–Dec17

70,000 -TIIGP- Provincial &Nationalgovernmentdepartments-JICA

International consultant on tourismsignage (share costs with otherprovinces).Department of Roads & theMunicipalitiesSignagegraphicdesignersCopywritersforinterpretativesignage3rdpartyprinters&installation**National levelguidelineson tourismroadside signage (directional &interpretative

B. SkillsDevelopmentactivities B.1ImplementmobiletrainingworkshopsforOudomxaytown,PakBengandMuangLa.Include:àRestaurants,streetvendors:foodsafety,hygiene,typesoffoodtouristslike,serviceetc.àHomestayowners:foodsafety,hygieneetc.à Guest Houses: food safety, hygiene (cooking bathrooms etc.),typesoffoodtouristslikeetc.à Transport (boat owners/drivers, tuk tuks & vehicles): safety &service

1

Hospitality&GuideTrainingTaskforces

May16–Oct16May17–Oct17

20,000 -TIIGP-PrivateSector

LanithtrainersExpertisefromSwisscontactHotel&RestaurantAssociation(PakBeng&Oudomxay)


28

Activitiesofimportanceforseveralflows Priority1=high2=med3=low




B.2MobileEnglishandChinesetrainingfortourguides&hospitalitystaff(Possibility to use English training platform currently beingdevelopedaspartofSwisscontact’sCTBPproject)

2

HospitalityTrainingTaskforce

Jun–Oct16Jun–Oct17Jun–Oct18

500050005000

-TIIGP-PrivateSector-OtherDonors

Language training school based inOudomxay or Province (?) as keypartner; English language teachingprofessionalsaslong-termvolunteers

B.3Mobile tour guiding training (Improve knowledgeon key sites,responsibletourism,language&servicelevels)

1

HospitalityTrainingTaskforce&DICT

Jun–Oct16Jun–Oct17Jun–Oct18

500050005000

-TIIGP-PrivateSector

Trainers from National level GuideAssociation&privatesectore.g.GreenDiscoveries,MuangLaResort,PakBengLodgeetc.Expertisetoadapt/developcurriculumfromprivatesector

B.4Build-upindustrytrainerpoolinOudomxay(ToT)1

HospitalityTrainingTaskforce

Mar–Apr16 2,000 -TIIGP-NZ-MICT

Lanith trainersbased in LuangPrabangtotraveltoOudomxay

B.5 Build-up capacity of hotel, restaurant and travel agentassociation/hospitalitytaskforcetoorganizetrainings(OudomxaytownandPakBengassociations)

2HospitalityTrainingTaskforce

Mar–Apr16 1,000 -TIIGP

Lanith trainersbased in LuangPrabangtotraveltoOudomxay

B.6 Build-up capacity of hotel, restaurant and travel agentassociation / hospitality task force for the management &implementation of service standards and regulations (Oudomxaytown&PakBengassociations)

2

DICTPIUHospitalityTrainingTaskforce

Mar–Apr16 5,000 -TIIGP

Tourism consultant with regionalexpertiseinthisarea.*** Use lesson learned from previousADBproject(2009-2015)inPakBeng

C. Strengthenresponsibletourismbehaviorintheprovince C.1 Establish criteria for responsible tourism destinationmanagement in Oudomxai Province and build capacity within alltaskforces***NationalPlan

2

ResponsibleTourismTaskforce

Mar16–Dec16

10,000* Sharecosts withotherprovinces(leveragethework)

- TIIGP- GIZ

ResponsibleTourismExpert;SwisscontactExpertise

C.2 Train hotels and restaurants on how to be a moreenvironmentally & socially responsible business. Reduce Waste,Energy&Water consumption. (Oudomxay town,Muang La& PakBeng)

2

HospitalityTaskforce&ResponsibleTourismTaskforce

Apr 16 – Dec18

15,000**Sharecosts withotherprovinces.

-TIIGP

LANITH (Build on TheMark), TravellifeCertification, The Travel Foundation(Green Business Materials), Lao basedsustainabletourismbusinessexpertise

C.3Traintuktukdrivers (includeother transportproviders)on fairandresponsiblebehaviourwithtourists 1


Nov16 1,000 -TIIGP-DICT

LaoBasedSustainableTourismExpert

C.4 Develop Do’s & Don’ts in Chinese to encourage moreresponsible behaviour. Leverage work of Luang Prabang ProvinceandadapttobemoregeographicallyrelevantforOudomxay.Consider printed leaflets to be distributed to Tour Operators inoriginatingdestination inChina,posters inhotelsandpublicplacesandvideotobeshownongroupbuses.(Ref.3.6&5.1)

2


June–Dec16 5,000 -TIIGP

LaoBasedSustainableTourismExpertCopywriterGraphicdesignerPrinting


29





C.5 Muang La: Develop tourism community sensitizationprogramme for residents of Muang La town and surroundingvillagers on how to greet and treat tourists and basic responsibletourismwelcoming behaviour. E.g. need to overcome issue of thecommunitycontinuallyaskingtouristsformoney.

1


Jun 16 – Dec18

10,000 -TIIGP-DICT-PrivateSector

ResponsibleTourismExpertiseCommunityMobilizersExpertisefromMuangLaLodge,GreenDiscovery,AsiaTrailsetc.

C.6Developstrategiesforenforcingresponsiblebehaviourwithday-trippersfromOudomxaytoMuangLae.g.theyplayveryloudmusicalongtheriverdisturbingMuangLaResortguests.

2ResponsibleTourismTaskforce

Mar–Oct16 2,000 TIIGPDICT

ResponsibleTourismExpertiseCommunityMobilizersExpertisefromMuangLaLodge

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

StatisticsTaskforce

Feb 16 – Dec18

20,000***Coststobesharedamongstallprovinces???

-TIIGP

ADB,Swisscontact,NZ-MICT,GIZ

D.2 Carry out annual tourism exit surveys with specific questionstargeting keymarkets i.e. questions for Chinesemarket, questionsfor Thaimarket, and questions for Backpackers, Luxury cruise etc.TargetMuangLa,OudomxaytownandPakBengplustheborder.

1

StatisticsTaskforce

Feb 16 – Dec18

20,000 - TIIGP

ADB statistics expertise / tourismsurveyexpertisePrivateSectorBorderControl/Immigration

D.3CarryoutanannualtourismbusinesssurveyinOudomxaitown,MuangLaandPakBeng. 1 Statistics

TaskforceFeb 16 – Dec18

15’000 -TIIGP

ADBstatisticsexpertise;EDC

E. Transport,accessibilityandinfrastructure***Mostcosts for this infrastructure/upgradingareguestimates.Morepreciseestimatesarerequired

E.1ChomOngCave:Improveandpavetheroadof38kmtoChomOngcave(fromthereservoir) 1

InfrastructureTaskforce

Mar16–Dec18

? - TIIGP- JICA?

Construction / works department orcompany

E.2ChomOngCave: Improveandpavetheroadof3kmuptothecaveentrance,includingbridge 1


Mar16–Dec18

? - TIIGP- JICA?


E.3ChomOngCave:Improveandpavethenorthernroadof16kmtothecave 1


Mar16–Dec18

? - TIIGP- JICA?


E.4ChomOngCave:Constructaparkinglotnearthecave1


Mar16–Dec18

3,000 - TIIGP


E.5 Chom Ong Cave: Construct/improve path and stairs from theparkinglottothecaveentrance 1


Mar16–Dec18

1,500 - TIIGP- JICA?


E.6 Chom Ong Cave: Construct an information center includingticketoffice,foodanddrinkshopandlocalhandicraftshops 1 Infrastructure

TaskforceMar16–Dec18

10,000 - TIIGP- Concessionary

Architect*** Important todesign inconjunction


30





(privatesector)

withconcessionary.Construction/worksdepartment

E.7ChomOngCave:Constructpublictoiletnearthecave1


Mar16–Dec18



E.8 ChomOng Cave: Improve the service area, garden and publicspace 1


Mar16–Dec18

5,000 - TIIGP


E.9ChomOngCave:Constructfacilitiesforwastemanagementandtreatmentanddrainagesystem.Implementaneffectivesysteme.g.considerresponsibilityofconcessionholder.

1InfrastructureTaskforce

Mar16–Dec18



E.10 Chom Ong Cave: Install signs, information boards at the keylocations around and within the cave (both interpretative anddirectional)

1


Mar16–Dec18

5,000* DirectionalsignageSome costsincluded inA5

- TIIGP

CopywriterGraphicdesignerUtiliseexpertiseofexistingcaveguides

E.11 Chom Ong Cave: Install electricity system and walking pathswithinthecave

1


Mar16–Dec18

? - TIIGP


E.12ChomOngCave:Paycompensationtotheaffectedfamilies 1 DICT

Mar16–Dec18

? - TIIGP- DICT

E.13AhnoEcoVillage&MuangLatown:Implementeffectivewastemanagementsystems. 1


Jul16–Jul17 10,000 -TIIGP

Lao based solid waste managementexpertise***Utilise expertise & experience ofFree the Bear & We Love LuangPrabang

E.14Improvepublictoiletfacilities(takeintoconsiderationdisabledandelderly)inOudomxaytown&strategiclocationsonthecaravanroute.

2


May16–Oct17

10,000 -TIIGP-DICT


E.15 Oudomxay City: Development parking strategies to deal withhighnumbersofChineseCaravansinPeaktimes&MICEminibuses 3


Mar17–May17

Awaitdecision onwhattodo

-TIIGP-DICT-Govtbudget

E.16Regularroadmaintenanceandtransparentallocationoffundsforroadconstructionsupportingprioritizedvisitorflowsabove. 1


Jan 16 – Dec18

? -Govtbudget

N/A

F. ProductDevelopment F.1Considerdevelopmentofanightmarket(handicraftsandfood)inOudomxaytowninkeytourismmonths(Dec-Mar) 3

DICT Mar17–Dec18

N/A -DICT-MunicipalCouncil

F.2 Upmarket Ecotourism: Encourage investment in high-end eco 1 Product Jun 16 – Dec 5,000 -TIIGP -Nationallevelinvestmentpromotion


31





tourismhotelsandproductsinstrategiclocations.- Develop list of priority areaswith relevant research& feasibilitystudiesconducted-Organizefamtripsforinvestors(distributekeyinformation)

DevelopmentTaskforce

18 -PrivateSector

-ChamberofCommerceOrinvestmentwingofprovincialcouncil-DevelopmentAgencyExpertise,- CBT / Product development tourismexpert.

F.3 Agritourism: Encourage investment in Agri-tourismproducts instrategiclocations.- Develop list of priority areaswith relevant research& feasibilitystudiesconducted-Organizefamtripsforinvestors(distributekeyinformation)

2

ProductDevelopmentTaskforce

Jun 16 – Dec18


-Nationallevelinvestmentpromotion-ChamberofCommerceOrinvestmentwingofprovincialcouncil-DevelopmentAgencyExpertise,- CBT / Product development tourismexpert.

F.4 Akha Tribe: Assess potential for further community based ecotourismproductsandservicesthatwillprovideeconomicbenefitstokey ethnic communities such as Akha Tribe and 4x4 tours. Workwith existing private sector trekking companies and hotels thatalready operate in this area. E.g. Muang La, Green Discoveries,MotoLaosetc.

2


June16–Dec18


Daolid–AssistantManager,MuangLaResortSamlanBicycletours–Ken(LaosfromOudomxay)Mob:02055609790GreenDiscoveries

F.5ChomOngCave:Developacallforproposalsforoneorseveralconcessions for running the restaurant, shops and touristinformation centre. Conduct fam trips for potential investors /concessionaries.

1

DICT Jan16– June16

N/A N/A

F.6 Ethnic communities Model Villages: Develop an investmentproposalandencourageinvestmentinethnicvillageswithina10kmradius of Oudomxay town. Target audience: Chinese & Thaicaravansandgroups.E.g.restorationofoldhouses,introductionofhandicrafts,revivaloftraditionaldressetc.

1


June16–Dec18

10,000 -TIIGP-Otherdonors(heritageaspect)-ChamberofCommerceOrinvestmentwingofprovincialcouncil

Development Agency Expertise, CBT /Productdevelopmenttourismexpert.

F.7Ethniccommunities:Expandhandicraftdevelopmentwithinkeyethnic communities. Expand handicraft development within keyethniccommunities. 1

HandicraftTaskforce

May 16 –Dec18

10,000 -TIIGP-PMCBudget?

Trainers from the private sector (touroperators)BusinessTrainers:EDCWorkwiththePMC,Oudomxay

F.8Developandimplementtourismstandardsfordifferenttourismproductsandservicese.g.transport,guesthousesetc. 1 DICTPIU&MICT

PIUJun 16 – Dec18

5,000 -TIIGP

Developmentpartnerexpertise

G. Tourismpoliciesandregulations G.1IdentifypolicyissueswhicharehinderingtourismdevelopmentinOudomxayprovince,incollaborationbetweenpublicandprivatesector stakeholders e.g. registration process for tour operators /guideswithindividualsandgroupvisitors

1

PolicyTaskforce Jan–Jun16 N/A N/A

Inputfromtraveltradeassociations


32





G.2Presentandaddressidentifiedpolicyissuesinnationalleveltaskforceonpoliciesandregulations 1 PolicyTaskforce Jun16 N/A N/A

VTE based national level travel tradeassociations

H. TourismSMEsupportactivities H.1 Business planning support to selected MSMEs supporting thestrengtheningofprioritizedflows(includetribalareas) 2 DICTPIU Jul 16 – Dec

1810,000 -TIIGP

Lao based business planningconsultants(e.g.EDC)

H.2Facilitationofaccess to finance to selectedMSMEssupportingthestrengtheningofprioritizedflows 2 DICTPIU Jul 16 – Dec

1810,000 -TIIGP

Lao based business planningconsultants(e.g.EDC)

H.3 Develop training workshops for tourism SMEs on how todevelop and market their products & services and also offerbusinessmanagement&planningworkshops. 2

MarketingTaskforceTrainingTaskforce

Jan 17 – Dec17

10,000 -TIIGP-Hotel&RestaurantAssociation

Trainers from the private sector (touroperators)BusinessTrainers:EDC

I. DestinationManagementNetwork I.1 Organize bi-annual meeting of Destination ManagementNetworkBoardformonitoringofDestinationManagementPlan 1 DMNsecretariat Jun/Dec 16,

17,182,000 -TIIGP

Development partner backstopping(ADB,GiZ,LUXDEV,JICA,KOICA,etc.)

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

I.3BackstoppingofDestinationManagementNetworkactivities1

MICTPIU Jan 16 – Dec18


Development partner backstopping(ADB,GiZ,LUXDEV,JICA,KOICA,etc.)&EDC

I.5TrainingofgovernmentstaffandDMNboardmembersinvisitor-flowbaseddestinationmanagement. 1 MICTPIU Jun/Dec 16,

17,182,000 -TIIGP

-NZ-MICTEDC

I.6 Exchange visit with other destinations with their own DMNstructureinLaos 2 MICTPIU Mar17 5,000 -TIIGP

-NZ-MICTDevelopmentpartnerexpertise

I.7Provisionoftrainingonhowtodraftaprojectproposal 1 MICTPIU Mar17 2,000 -TIIGP

ADBproposalwritingexpertise


33

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

• 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. Thesestatisticsdonottellthewholestoryoftourism’simpacts.Collectingdataonabroadrangeofissuesrelevanttotheimpactoftourismonthelocaleconomy, communities, and theenvironmentwillhelp youbuildanaccuratepictureofwhat isreallygoingoninOudomxay.Itwillalsohelpbuildacompetitivesustainabletourismdestination.

6.2TheResultsFrameworkTheresultsframeworkbelow(Figure1)detailstheintendedimpactsandoutcomesfortheOudomxayDestination Management Plan if all the proposed activities in the Destination Action Plan areimplementedoverthenextthreeyears(2016–2018).The Destination Management Network (DMN) should familiarize themselves with this resultsframeworkusing itnotonly toassist themmonitorandevaluate theirprogressbutasa reminderoftheiroverallvisionforthedestination.


34

Figure3:OudomxayProvinceTourismDestinationManagementPlanResultsFramework

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. Social&CulturalImpacts4. 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


35

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%


36

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


37

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





38

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


39

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


40

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


41

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



42

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


43

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


44

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


45

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





Target:2016:02017:02018:0

Table5:OudomxayDestinationManagementMeasurementPlan


7. References

AsiaDevelopmentBank(2010)InvestorsResourceKit.MekongTourismForum.ProducedfortheLaoPeople’sDemocraticRepublicPriorityTourism-RelatedInvestmentProjectFactsheet.Accessedviatheinternetathttp://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdfAsiaDevelopmentBank(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.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.DepartmentforInformation,CultureandTourism(2010)TourismdevelopmentandpromotionstrategyOudomxayProvince2011-2020.EuropeanUnion(2013)EuropeanTourismIndicatorSystemforSustainableDestinations.EuropeanCommission.Brussels,Belgium,February2013.

Johnston,J.(2010)ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015.PreparedbyADB-GMSSustainableTourismDevelopmentProjectinLaoPDR,LaoNationalTourismAuthority.September2010.


47

LaosNationalTourismAuthority(2004)NationalEcotourismStrategy(2005-2010)SummaryDocument.Accessedviatheinternetathttp://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdfMinistryofInformation,Culture&Tourism(2015)2014TourismStatisticalReport.Mintel(2014)HolidayLifestyles:TravelandTourism-China.MintelReports,February2014.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.TheGlobalMultidimensionalPovertyIndex(2014)Accessedviahttp://knoema.com/GMPI2014/the-global-multidimensional-poverty-index-mpi-2014?country=1000700-oudomxayThompson,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.Otheronlineinformationsources:https://en.wikipedia.org/wiki/Oudomxay_Province#cite_note-Statistik-19http://www.travelfish.org/border_crossings/laoshttp://www.ecotourismlaos.com/activities/trekoudomxay.htmhttp://www.samlaancycling.com/en/tour-offers/http://www.tourismlaos.info/oudomxay/Planing_your_trip/travel_transport/Travel_by_Bus.htmlhttp://www.birdlife.org/datazone/sitefactsheet.php?id=16651http://oudomxaytourism.blogspot.comhttp://www.ttrweekly.com/site/2013/09/lao-tourism-eyes-mice/http://investvine.com/laos-sees-conference-tourism-as-opportunity/http://hobomaps.com


48

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


49

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!


50

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.ForafulllistoflessonslearnedinLaoPDRandotherdestinationssimilartoLaocanbeseeninAnnex1.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,facilitateandadviseacollectionofvisitorflowsandprovincialtaskforces.TheDMNisnotahierarchicalmanagementorganisation(e.g.CEOrun)butrather


51

agroupthatisnetwork-basedthatcaninfluenceandhelpadestinationdevelop.

ThisOudomxayProvinceDestinationManagementPlanhasbeendevelopedasa resultofaseriesofworkshopsconductedwithawiderangeoftourismstakeholdersbySwisscontact15andfundedbytheAsiaDevelopmentBankinconjunctionwiththeMinistryofInformation,CultureandTourism.Thisplanis a shared statement of intent of how to plan, promote and coordinate Oudomxay as a tourismdestinationovera three-yearperiod16. TheDMPsetsout theagreedvision forOudomxayProvince’spriority strategic visitor flows, opportunities and challenges faced, a destination action plan and amonitoringandevaluationplanfortheperiod2016–2018.Itarticulatesboththerolesofthedifferentstakeholders,identifiesclearactionsthattheywillundertakeandtheresourcestheywillallocate.TheDMPwillbereviewedonabi-annualbasisbytheDMNandrevisedonanannualbasis.

Annex3:PurposeandUseoftheDestinationManagementPlansThe purpose of this Destination Management Plan (DMP) is to support the planning, coordination,marketingandoverallmanagementofOudomxayProvinceasatourismdestinationoverathreeyearperiod(2016–2018).ThisDMPwillsupportOudomxayProvince’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.Itdoesnotstrivetobean

15www.swisscontact.org,LaosPDR16ForthisDMPthetimeframeisathree-yearperiodhoweveritcanbeforanyagreedtimeframe.


52

all-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


53

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.


54

Annex5:TheSix-StepapproachtotheStGallenDestinationManagementModel

Source:UniversityofSt.Gallen,Switzerland.

Step#1

Step#2

Step#3Step#4

Step#5

Step#6


55

Annex6:OudomxayProvinceTourismStatisticsConflictinstatisticsforOudomxay–referDestinationProfile??

Source:MinistryofInformation,Culture&Tourism,2014TourismStatisticalReport

Source:MinistryofInformation,Culture&Tourism,2014TourismStatisticalReport

0

50000

100000

150000

200000

2010 2011 2012 2013 2014

TouristN

umbe

rs

YEARS

OudomxayProvince,LaosPDRTotalTouristArrivals

2010-2014Significant decreaseof70%from2013to2014

WHY?

Domestic83%

International17%

OudomxayProvince,LaosInternationalvs.DomesticTouristArrivals

2014/15


56

0

20000

40000

60000

80000

2003

2004

2005

2006

2007

2008

2009

Amou

ntofA

rivals

Year

EstimatedVisitorstoPakBeng(65%ofProvince)

EstimatedVisitors toPakBeng(65%ofProvince)

Source:ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015,ADB-GMSSustainableTourism

DevelopmentProjectinLaoPDRDraftDocument.

Table:MonthlyAccommodationinPakBengbetweenNovember2008toMay2010.

Graph:MonthlyAccommodationinPakBengbetweenNovember2008toMay2010(excludingMaytoJuly2009).

Source:ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015,ADB-GMSSustainableTourismDevelopmentProjectinLaoPDRDraftDocument.

AccommodationinPakBeng

Month TotalLaoTotalForiegn

TotalBeds

Nov-08 297 4908 5205Dec-08 146 4579 4725Jan-09 311 5490 5801Feb-09 212 4468 4680Mar-09 194 3051 3245Apr-09 297 2534 2831May-09 NoInfo NoInfo NoInfoJun-09 NoInfo NoInfo NoInfoJul-09 NoInfo NoInfo NoInfoAug-09 428 2704 3132Sep-09 176 3016 3192Oct-09 114 2976 3090Nov-09 163 5184 5347Dec-09 134 3237 3371Jan-10 293 4632 4925Feb-10 62 2399 2461Mar-10 44 1244 1288Apr-10 85 1005 1090May-10 224 1244 1468

02000400060008000

Nov-08

Jan-09

Mar-09

NoInfo

NoInfo

Sep-09

Nov-09

Jan-10

Mar-10

May-10

Gue

sts

Month&Year

MonthlyAccommodationinGuesthouses,PakBeng

TotalForiegn


57

Source:ATourismDevelopmentStrategyandActionPlanforPakBengDistrict2011-2015,ADB-GMSSustainableTourismDevelopmentProjectinLaoPDRDraftDocument.ProjectedGrowthofAccommodationUnitsinRelationtoProjectedVisitorArrivalGrowth

PakBeng(2011–2015)Peaknightlyvisitors Totalnumber

ofunitsrequired

Currentnumberofunits.

Extraunits

Visitors 594 594beds 334 260Boats(90%ofvisitorstravelbyboat@30peopleperboat)

20boatsinPakBengthatnight,butthesameamountinLPB,andHX.Therefore60boats+10%contingency

66boats 113 0

Restaurants(eveningdinnerandbreakfast)

300tables 177tables 123


ProjectedGrowthofVisitorArrivals-OudomxayProvince(2012–2025)BasedonADBTourismDevelopmentProjectInvestments.

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

y=2E+07ln(x)- 1E+08R²=0.85056

020000400006000080000100000120000140000

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Amou

ntofA

rivals

Year

EstimatedVisitorstoPakBeng(65%ofProvince)andProjectedIncrease

EstimatedVisitorstoPakBeng(65%ofProvince)

ProjectedIncreaseofVisitorstoPakBeng(polynomial)


58

VisitorNumberProjectionsforChomOngCave,OudomxayProvincefollowinginvestmentinInfrastructurefromADB(2014-2025)

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


59

Annex7:InventoryofTouristAttractionsinOudomxayProvince,2014/15

Source:OudomxayDICT,November2015.

TOTALNO.ALREADYOPENTOTOURISTS

UNDERDEVELOPMENTTOBEOPENEDSOON

SURVEYEDBUTNOTYET

DEVELOPED

Waterfalls 23 15 8 6Caves 31 27 4 6UndergroundWater 3 1 2 0SacredProtectedForest 2 1 1 01000yearoldteaplants 1 1 0 1Viewpoints 2 2 0 0SeaofClouds 2 2 0 0HotSpring 2 0 2 1Lake 1 0 1 1TOTALNATURALATTRACTIONS 67 49 18 15

Homestays 2 2 0 2Temples 7 1 6 1EthnicVillages 36 28 8 0TOTALCULTURALATTRACTIONS 45 31 14 3

BuddhaFootprint 2 1 1 0SacredBuddhaTemples 1 0 1 1Monuments 2 2 0 0TOTALHISTORICALATTRACTIONS 5 3 2 1


60

Annex8:PotentialTourismRoutes/FlowsinOudomxayProvince


Dien Bien Phu

Nong Khio

Luang Prabang

Oudomxay

Luang Namtha

Houei Xai

Pak Beng

Nan

Hongsa

Potential Tourist Routes around Oudomxay and Pak Beng Vietnam

LaoPDR

Thailand Sayabouly Town


61

Annex9:OudomxayProvince: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.

OudomxayDes-na-onManagementNetworkBoard

TaskForce8:CaravanTaskforce(car&motorbike)

TaskForce9:MICETaskforce

TaskForce10:AsianGroups

TaskForce11:MidtohighendExperien@alTaskforce

TaskForce12:BackpackerAdventure

TaskForce1:Marke@ngandPromo@on

TaskForce2:HospitalitySkillstaskforce

TaskForce3:TourGuidetrainingtaskforce

TaskForce4:ResponsibleTourismtaskforce

TaskForce5:TourismSta@s@cstaskforce

TaskForce6:TourismPoliciestaskforce

TaskForce7:Infrastructure&TransportTaskforce

Proposedmembers:Chinese&Thaifocussedtravelagandhotel(2xchinese,2xThaie.g.Salika)

Proposedmembers:DICT,2MICEhotels,1travelagent

Proposedmembers:Chinese&Thaifocussedtouroperators,hotel&restaurant(2each)

Proposedmembers:MuangLaLodge,SamlaanCycling,GreenDiscovery,LuangSayLodge&Boat

Proposedmembers:SatriHouse,OckPopTok,TravelIndoChina,AsianTrails,AmanTaka,TAEC,AFD

Proposedmembers:DICT,hotelandtravelagentfocussingonint.market

Proposedmembers:OudomxayHotel,RestaurantAssocia@on

Proposedmembers:Oudomxaytravelagentswhotargetinterna@onalmkt,

Proposedmembers:DICT,socialwelfaredep,urbandev,GreenDisc,MuangLaMgr,PakBengResort.

Proposedmembers:DICT,4xODXHRTAA

Proposedmembers:DICT,3privatesectorrep.

Proposedmembers:DICT,publicworksandtrans.,1privsec

DMNSecretariat

TaskForce13:ProductDevelopment

TaskForce14:RiverCruiseTaskforce

Proposedmembers:DICT,Salika,MuangLa,PakBengResort,GreenDiscovery

Proposedmembers:LuangSayLodge,MekongRiverCruises,Shompoo,NavaMekong

TaskForce15:HandicraVTaskforce

Proposedmembers:PMC,MuangLaLodge,TailueHandicraV


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Annex10:OudomxayProvince:FeedbackonDMPActionPlan,2016

1. Zonning a specific area for development and to be a tourist destination of Oudomxay (Phou Hee Phi mountain area, Xay district).

2. Conduct tourism awareness seminar for students, pupils and communities. 3. Conduct tour guide training for provincial level and village level at target sites. 4. Guidelines and standards for tourism development in Oudomxay. 5. Standard of tourism products. 6. ODOP center. (One District One Product) 7. Night market (food court). 8. Define the parking space for Chinese and Thai caravans. 9. Hospitality training for hotels, quest houses and restaurants providers. 10. Training on drafting a project proposal (ADB budget)

Documents

Oudomxay Province 2016 - 2018 - tiigp-laos.org › downloads › other › Oudomxay... · Oudomxay Province Destination Management Plan: 2016 - 2019 Funded by: Prepared by: In conjunction