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Khammouane Province Destination Management Plan: 2016 - 2018

Khammouane ProvinceTourism Destination Management

Plan2016 – 2018

Final15th January 2016

Lao PDR

Funded by: Prepared by: In conjunction with:

MICT


Table of Contents

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

2. DESTINATION PROFILE............................................................................................................5

3. VISION FOR THE DESTINATION, OPPORTUNITIES AND CHALLENGES........................................93.2 SWOT ANALYSIS FOR KHAMMOUANE PROVINCE.................................................................................103.3 UNIQUE SELLING PROPOSITION & DESTINATION POSITIONING:...............................................................12

4. MARKET-BASED ANALYSIS OF CURRENT VISITORS.................................................................134.1 INTRODUCTION..............................................................................................................................134.2 ANALYSIS OF STRATEGIC VISITOR FLOWS............................................................................................144.3 PRIORITIZATION OF STRATEGIC VISITOR FLOWS....................................................................................204.4 OVERALL CONCLUSION OF ANALYSIS..................................................................................................21

5.DESTINATION ACTION PLAN......................................................................................................22

6.MONITORING AND EVALUATION...............................................................................................376.1 WHY MONITORING & EVALUATION?................................................................................................376.2 THE RESULTS FRAMEWORK..............................................................................................................376.3 THE MEASUREMENT PLAN...............................................................................................................38

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

8. ANNEX..................................................................................................................................49ANNEX 1: DEFINITIONS.........................................................................................................................49ANNEX 2: BACKGROUND TO THE DESTINATION MANAGEMENT PLAN...........................................................51ANNEX 3: PURPOSE AND USE OF THE DESTINATION MANAGEMENT PLANS....................................................53ANNEX 4: KEY LESSONS LEARNED: THE CHALLENGES OF DESTINATION MANAGEMENT.....................................54ANNEX 5: THE SIX-STEP APPROACH TO THE ST GALLEN DESTINATION MANAGEMENT MODEL...........................55ANNEX 6: KHAMMOUANE PROVINCE TOURISM STATISTICS..........................................................................56ANNEX 7: KHAMMOUANE PROVINCE: PROPOSED DESTINATION MANAGEMENT NETWORK TASKFORCES..............59ANNEX 8: KHAMMOUANE PROVINCE: DMN FEEDBACK ON DMP ACTIVITY PLANS, 2016................................60

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1. AbbreviationsADB Asia Development BankAEC ASEAN Economic CommunityAFD Agence Francaise de DeveloppementASEAN Association South East Asian NationsBAF Business Assistance FacilityBKK BangkokCBT Community Based TourismDBST Double Bituminous Surface Treatment for roadsDEPT DepartmentDEV DevelopmentDICT Department Information, Culture & TourismDMC Destination Management CompanyDMN Destination Management NetworkDMO Destination Management OrganisationEDC Enterprise & Development ConsultantsEMC Emerging Markets ConsultingFIT Fully Independent TravellerGIS Geographic Information SystemGiZ Deutsche Gesellschaft für Internationale ZusammenarbeitGM General ManagerGMS Greater Mekong Sub-region GOVT GovernmentHNN Him Nan No Protected Area KhammouaneHR Human ResourceIBA Important Bird AreaICBF Integrated Conservation of Biodiversity and ForestsINGO International Non Governmental Organisation INTL InternationalJICA Japan International Cooperation AgencyKfW Kreditanstalt für WiederaufbauKHM KhammouaneKL Kuala LumpurKOICA Korean International Cooperation AgencyLANITH Laos National Institute of Tourism & HospitalityLP Luang PrabangLPG Luang PrabangLUXDEV Lux-DevelopmentM&E Monitoring & EvaluationMICT Ministry of Information, Culture & TourismMKT Market or MarketingMSME Micro Small & Medium EnterprisesN/A Not ApplicableNBCA Natural Biodiversity Conservation AreaNGO Non Governmental OrganisationNPA National Protected AreaNTPC Nam Theun Power Company, LaosNZAID New Zealand International Development AgencyODX OudomxayPAM Project Administrative Manual (ADB TIIG)

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PATA Pacific Asia Travel AssociationPDR People’s Democratic RepublicPIU Project Implementation UnitPRIV SEC Private SectorREF Refer or ReferenceSGDM St Gallen Destination ModelSME Small Medium EnterprisesTIIG Tourism Infrastructure for Inclusive Growth Project, ADBTO Tour OperatorToT Training of TrainersTRANS TransportUSD United States DollarVTE VientianeWWF World Wildlife FundWCS Wildlife Conservation Society

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2. Destination Profile- Khammouane Province is located in the center of Laos with its capital Thakhek sitting right on

the Mekong River. - The province is bordered by Bolikhamsai Province to the north and northwest, Vietnam to the

east, Savannakhet Province to the south, and Thailand to the west.- The east of the province is framed by the Annamite Mountain Range that separates

Khammouane from Vietnam.- The province is home to towering limestone mountains, deep cavernous mountain caves and

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

Sikhottabong Kingdom. Remnants of the ancient civilization include the Great Wall (Kampeng Nyak), Meuang Phone Stupa, and Sikhottabong Stupa which is one of the holiest pilgrimage sites in Laos.

- In 2014 Khammouane Province received 472,906 visitors – growth of 170% since 2010. Key growth took place from 2012 to 2013 when numbers jumped by 51% from 282,266 to 472,9181.This was predominantly driven by the opening of the third Mekong Friendship Bridge that links Thakhek with Thailand.

- International tourists account for 66% (313,674) of which Thai tourists account for the majority of this and the balance are westerners. Of the westerners most are backpackers or adventure tourists2.

- Domestic Tourists account for 34% (159,232) with most coming for religious tourism and the Wat Pha That Sikhottabong Festival3.

- The key pull factors for Thai tourists to Khammouane is the capital Thakhek which is only 1 hour and 30 minutes from the Thai Border (Nakhon Phanom) and religious tourism sites.

- The key pull factors for Western tourists are the fact it is not developed (off the beaten track- lost-in-time atmosphere), the motorcycle loop, rock climbing and exploring the nearby Mahaxai Caves, karst formations, and the massive Khammouane Limestone NBCA.

1 National Tourism Statistic Report, Laos - 20142 Ibid3 Ibid

5


Figure 1: Tourism Map of Khammouane Province

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LOCATION: OVERVIEW:Distances from key areas (km) and drive or flight time (Hours)

Main types of tourism and most popular activities

Top five most popular tourist attractions (including environmental & cultural)

By Road: Thakhek to Vientiane: 5-6 hours drive

(337km) Thakhek to Nakai Nam-Theun: 1-1.5

hours (76km) Thakhek to KongLor: 3.5 hours

(182km) Thakhek to Na Hin: 2 hours (146km) Thakhek to Nong Ping (Hin Namno

National Biodiversity Conservation Area): 2.5 – 3 hours (140km)

Thakhek to Pakse: 4hrs 30 mins (336km)

Thakhek to Savannakhet: 2 hours (130km)

International Border Crossings: Thailand Border: Friendship Bridge 2

(to Thakhek: 1hr 45 mins (127km) or by Ferry (2 hours)

Vietnam Border: Cua Kao Cha Lo to Thakhek: 2hrs 20mins (148km)

By Air: There is no air access to Khammouane. The closest airport is Savannakhet 2 hours drive south of Thakhek with daily flights from Vientiane on Laos Airlines.

Predominantly independent travellers e.g. Backpackers

Experience seekers Adventure tourism Religious tourism

- Festivals- Temples- Motorbikes- Trekking- Caving or Speleology

(study of caves)- Kayaking- Cycling- Boating on rivers and

reservoirs- Swimming in rivers &

lagoons (The Falang)- Mountain bikes

Rock climbing area of "Pha Tam Kam" Xiengliab Cave in Phou Hin Boun NPA

The Loop – Motorbike trail KongLor Cave Buddha Cave Old Thakhek Town (French colonial

architecture) Xebengfai Cave in Hin Namno National

Biodiversity Conservation Area Nakai Nam-Theun Nature Biodiversity

Area particularly the Nakai Plateau & Lake Nakai

Hin Nam Mo NPA

Others: Other caves Natane Valley Annamit mountains That Sikhottabong Stupa Kampaeng Yark (The Giant Wall) Tad Namsanam waterfall. The Ho Chi Min Trail Nam Ngo valley The Khammouane / Laos Loop

Motorbike Tour Nam Hinboun River Expedition Waterfalls

GEOGRAPHY: WEATHER PATTERN:Approximate size of the destination (km2) and principle physical characteristics (rivers, hills, bays etc.)Dominant inhabitants

Level of Biodiversity (the range o f different plant and animal species)

Average sunshine hours, rainfall and seasonal temperatures4

Covers an area of 16,315 km2. Mostly of forested mountainous terrain. Many streams flow through the province to join the Mekong River. The vast forests of the Nakai-Nam Theun Biodiversity Conservation Area are an important watershed that feed many Mekong tributaries. The Xebangfai, Hinboun and Nam Theun are the main rivers of the province.

HIGH BiodiversityThree Natural Protected Areas:- Phou Hin Boun,- Nakai Nam-theun- Hin Nam No

Nakai Nam-theun Plateau is home to one of the most unspoilt natural areas of Southeast Asia and the world.

Accessible all year round.Rock climbing can only take place in the dry season 1 Oct – 30 May.Annual rainfall is 2,610 mm/yr. Monsoon begins in May/June and ends in September. Highest rainfall is in Aug (750mm).Hottest months are: March – Aug (28.4°C). Daily maximum temperatures peak in April.Coolest & least humid months are Oct to Feb (average 20°C to 26°C). Best months to visit.Khammouane will receive large increases in rainfall due to climate change.

TRANSPORT LINKS:4 Climate Profile Khammouane

7

http://www.mekongarcc.net/sites/default/files/province_profile-khammouan_press.pdf


Distance from nearest local & international airport (km)

Details on any air carriers and/or cruise lines bringing visitors to the destination

Public transport facilities to your destination

Additional private arrangements for transporting visitors to the destination

Nearest airport is at Savannakhet (2 hours drive from Thakhek)

NA BusesSongthaewsTuk Tuk (locally only)

MotorbikesCar (4WD recommended for travelling in protected areas)Bicycle & Kayaks

POPULATION:No. of permanent residents Population density Seasonality % of pop. Employed in tourism

related jobsApprox. 330,000 20 people per km2 Peak Season: Nov-

MarchPeak month = February

Low Season: April-OctLowest Month = June

Unknown

TOURISTS:Annual visitor numbers: total & by principal market or hub5

Annual arrivals by type of transport

Average tourist expenditure6

Average length of stay

Total annual visitors: 472,906International: 313,579Domestic: 159,32724% of all visitors to Laos visited Khammouane Province.

Primary Source markets (by country and number of visitors): Unknown

BusMotorbikePrivate carLocal transport truck

Figures only available for all of Laos.International: US$73.3Regional: Av. US$21

Given the level infrastructure and small number of products and services one could assume it is much less than the national average?

International Tourist: Between 2 to 3 days (guestimate based on agent itineraries)

Domestic Tourist: 1 to 2 days(Guestimate based on agent itineraries)

National Average length of stay in Laos: 7.9 days

TOURISM AMMENITIES7:Approx. no. of hotels and rooms in the destination:

Other types of accommodation available (and approx. no.)

Approximate number of restaurants (incl. cafes)

Approximate number of bars (nightclubs, pubs, etc.)

Total Hotels & Guest Houses: 111- Thakhek - 24- Ban Na Hin - 21Total Rooms: 1,726- Thakhek – 711- Ban Na Hin – approx. 300+Average occupancy: 75%

HotelsGuest housesHomestaysEco LodgesCommunity guest houses

91 4

Table 1: Khammouane Province Tourism Destination Profile

5 Tourism Laos 2014 Statistical Report on Tourism6 Ibid.7 Ibid

8

http://www.tourismlaos.org/files/files/2014%20Statistical%20Report%20on%20Tourism%20in%20English%20Version.pdf


3. Vision for the destination, opportunities and challenges

3.1 Vision: The vision for Khammouane Province is be a top of mind tourism destination that connects visitors with local communities through sustainable eco-adventure tourism contributing to conservation and livelihoods8.

This vision is consistent with the national tourism vision for Laos (2012 – 2020):

Develop a leading sustainable tourism industry that contributes to pro-poor local economic development.

Become one of the preferred regional and global tourism destinations.

The national level vision will be achieved by:a) generating employment and income for local people b) strengthening heritage protection and destination management c) increasing public-private cooperation in tourism d) improving compliance with rules and regulationse) diversifying tourism products and services f) improving the tourism vocational education and training system.

The national vision is consistent with the Lao PDR’s Seventh National Socioeconomic Development Plan (NSEDP) 2011–2015, which supports sustainable economic growth and the reduction of poverty and inequality. The vision also contributes to regional efforts to develop the GMS corridor as well as the ASEAN Tourism Strategic Plan.

8 Adapted from Hin Nam Mo NPA Vision 2014

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3.2 SWOT Analysis for Khammouane Province

STRENGTHS WEAKNESSES- An abundance of natural assets: l forests, caves,

waterfalls, 3 national protected areas, fresh air, nice landscape

- Un-spoilt by tourism: positioned as a responsible tourism destination promoting community based tourism

- USP: the adventurous self-discovery- Ancient French architecture in Thakhek- Several tourist sites catering to culture, nature and

history- Government and people in Khammouane are aware of

the importance of tourism

- DICT with good structure and clear plan on development and promotion

- Several tourism products with strong community involvement

- Potential tourist sites are not well developed and maintained (both quality and quantity)

- Poor management of tourism sites leading to insufficient preservation and tourism services at key sites

- Few tourist sites have zoning allocation uncontrolled development

- Quality and reliable transportation in Thakhek is still limited and difficult for tourists to access?

- Lack of tourism handicrafts and souvenirs to buy- Lack of skilled staff in tourism industry: guides, hospitality

and transport.- Few accommodation opportunities with international

service standards- Lack of public private collaboration on tourism

development and issues- Environmental conservation of key tourism assets is still

not sufficient- Lack of roadside directional signage to sites and

interpretative signage at sites- Tourism operators lack experience, funds and skilled staff- Khammouane is not well known beyond Laos and even for

travellers visiting Laos awareness is low (a hidden gem)- No direct access point i.e. no domestic airport which

makes it difficult for Western tour groups to build it into a time-bound programme

- Limited strengths of private sector to co-manage tourism development leading to supply driven poor quality products and services e.g. limited Western managed accommodation

- Seasonality of tourism makes it difficult to employ people throughout the year

- Lack of local supply chains e.g. a lot of food items are imported from neighbouring countries highly inflated costs

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Table 2: Khammouane Province Tourism Destination SWOT: Strengths, Weaknesses, Opportunities and Threats.

OPPORTUNITIES THREATS- Provincial government has a policy for tourism

development and promotion in line with tourism growth in the province

- Provincial government takes tourism as one of the 3 key sectors for socio-economic development for their 5 year plan

- Connectivity with neighboring countries (2 international check points) and other provinces (road 8,11,12,13)

- Airport in neighboring provinces or across the borders (good connectivity)

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

- Increase of investment in the country and foreigners have interest to invest into Khammouane (AEC will support this trend)

- Many development projects and partners present in Thakhek (GIZ, ADB, NZ-MICT, Tetraktys, LuxDev) that allows for a coordinated effort

- Unexplored markets with good potential, e.g. the expat markets in BKK, VTE and Vietnam. Direct flights from BKK to Khanom Phanom just across the border

- Political conflict in neighboring countries (Thai military coup)

- Environmental pollution, e.g. along the Mekong in Thakhek

- Non-Responsible tourism management!!! E.g. Negative impacts of tourism on local culture and environment and concession holders do not carefully think about the responsible management of tourism sites

- Negative influence of tourists on local culture and environment

- AEC will increase competition on tourism in the region

- AEC will potentially increase negative impacts of tourism (human trafficking)

- Implementation of policies and laws for tourism is not handled strictly, which poses a threat for tourism

- Potential conflicting tourism flows with different interests and preferences, e.g. visible in Thakhek, where entertainment seeking Thai tourists meet rather culture and quiet focused Western tourists

- Lack of active private sector involvement- Growth of global terrorism- Financial Crisis in existing key & potential tourism

markets

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3.3 Unique Selling Proposition & Destination Positioning:

‘Discover the unknown….a hidden gem’9

The Unique Selling Proposition (USP) of ‘Discover the unknown….a hidden gem’ for Khammouane Province stems from the fact that Khammouane is relatively untouched, unknown destination that has the potential to deliver amazing adventures. It is a destination for those prepared to explore and discover – experiential eco adventurers rather than those who just like to sight see. The USP is supported by its focus to expand on eco-adventure responsible tourism products and services that contribute to the conservation of both the environment, traditional cultures and pro poor local economic development.

In comparison to its national competitors, i.e. other provinces, Khammouane is the least explored and the least known amongst international visitors. Khammouane Province has an opportunity to turn this into a positive becoming one of the leading eco-adventure responsible tourism destinations in Laos.

Figure 2 below shows Khammouane Province’s current and future destination positioning compared to other key tourism provinces in Laos.

Figure 2 – Khammouane Province Destination Positioning Map

9 Adapted from work done by TRC in Hin Na Mo NPA.

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4. Market-based analysis of current visitors 4.1 Introduction

What are visitor flows?A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveller segments with similar motivations and that pursue similar activities. They tend to be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management.

Why using individual visitor flows as main unit of analysis is important?Using visitor flows (SVFs) as a main unit of analysis ensures that the destination is developed using a demand driven approach rather than a supply driven approach. All too often destinations have been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Additionally activities of the destination become more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs. The use of SVFs enables the destination to improve the destination and the overall visitor experience based on what the visitors needs:- What drives them to the destination? - What motivates them to come to the destination?- What do they do when they arrive? - How much do they spend and on what? - When do they come? Where do they come from? - Where do they go? Where do they stay? - Where do they go to while or after staying at the destination?

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4.2 Analysis of Strategic Visitor Flows The following table provides an analysis of the key strategic visitor flows (SVFs) for Khammouane Province. For each flow the table details its characteristics; the motivations that drive the visitor to Khammouane Province, the seasonality; the number of tourists in the flow; their estimated average spending per day per person; key people on the demand side that influence their decision to book a holiday to Khammouane Province and key people on the supply side that play a role in their visit. Due to the lack of statistics available for many of the flows in Khammouane Province, almost all figures have been calculated based on input from private sector stakeholders and the DICT.

Prioritised Flows

Characteristics of flow (age, nationality, income, from where to where, what activities etc.)

Motivations that drive their visit

When do they come

How many come

Estimated spending per day per person(USD)

Key people on demand side

Key people on supply side

Rock Climbing

Predominantly independent travellers who are passionate about rock climbing. They are usually already in Laos on holiday or are making the journey from Thailand (Bangkok, Chiang Mai) or the region specifically to rock climb.Some school groups also come.Few domestic tourists.They generally stay 2 to 3 nights or do day trips from ThakhekAccommodation & camping facilities have a capacity of about 100.Some day trippers stay in Thakhek and travel out for the day.

Rock climbingAdventureNature

Oct – Mar (dry season for safety reasons. The rocks are too slippery to climb during the wet season)

Approximately 100 per day for 6 months10.Total - 18,000

Working group estimated 85,000

Overnight visitors accommodated in 10 bungalows and 2 dorms plus tents.

US$80 to US$125 per day.

Rental of climbing gear = US$25/dayAccommodation: US$6 to US$20 per nightFood: Av. US$10Climbing courses: US$30 to US$100Transport: US$30 ++

Climbing ClubsOther climbing friendsAdventure ClubsClimbing websitesTripAdvisor

Green Discovery

The Loop(Often called the Khammouane or Kong Lor Loop)

Motorbike (on & off-road) enthusiasts and independent adventure travellers / backpackers. Predominantly from Western countries.

The Loop Route: (Thakhek => Tha Lang => Nahin => Konglor => Tha Khek (via Vieng Kham)Usually done in a counter clockwise direction

Adventure!Nature & Landscapes!A challenge!

All year round with bulk arriving Nov-Mar. Roads are seriously challenging in the monsoon

UnknownPossibly 200 or 300 people per year?

US$15 to US$25 per day per person

Motorbike hire: US$12 /

Blogs from previous bikers who had done the loop.TripAdvisor

Guests houses and bike shops in Thakhek e.g. Thakhek travel lodge

Restaurants and Guest Houses along

10 Source: Deputy Managing Director, Green Discoveries, November 2015.14


Prioritised Flows



When do they come

How many come




around Phou Hin Poun National Biodiversity Conservation Area.Most riders incorporate stops along the way at a number of caves and other points of interest. A 50 mile (80km RT) detour to the village of Kong-Lo (Konglor) is often added for taking a motorboat on the amazing 4.5 mile (7.5km) subterranean river through Konglor cave.It usually takes 3 to 4 days and its pretty grueling due to off road and road conditions.Bikers stay in guest houses or home stays and generally stop at roadside food stalls.

dayFood: US$3 - 5 / dayAccommodation: US$6 per dayPlus fuel

the way

Some travel agents based in LP or VTE who specialise in adventure travel.

IndividualThai Weekenders

Independent travellers. Aged 20 to 50 years. Middle income earner from Thailand.Like to travel in comfort. Stay in Thakhek and travel to see caves, StupaThey cross the border at Friendship Bridge 2 and drive 1 hour 30 mins to Thakhek or by boat.Enjoy sightseeing. Tend to stay 1 to 2 nights.The see caves.

1. See something different outside of Thailand (Sightseeing)2. Nature3. Culture

Most weekends all year round with peak times during Thai New year.

Unknown international tourists passing through it every year of which the majority would be Thais.Guestimate from working group = 1,200

Usually spend between US$20 and max US$50 per day

Online channels are key triggers e.g. TripAdvisor, Pantip.com, Sanook.com and Mthai.com and social networks e.g. Facebook newsfeed and updates, ads and reviews.

Others include family and friends, personal interests in the destinations

Thai travel agents selling packaged weekends

Travel agents in Khammouane that specialise in Thai clients- Inter Caravan Tour- SK Travelbased in Khammouane

Thakhek Guest house and Hotel Owners

Boun Souang Heua (boat racing festival)

Predominantly domestic tourists (families from all over Khammouane).Thai Tourists who are involved in the boat race and international tourists who just so happen to be there at the same time (motivated by other activities)

During the festival they also visit the Stupa and

Celebrate Buddhist Lent (Ork Phansaa)

October every year

Unknown unknown RadioNewspaperWord of mouth

Guest houses and hotels in Thakhek

15


Prioritised Flows



When do they come

How many come




some of the caves.

Sikhottabong/ MuangkhaoFestival

Predominantly domestic tourists (families from all over Khammouane and other provinces)International visitors from Thai?

The festival is located 8km south of Thakhek

Religious Merit

Festival: 7 days in January/February

10,000++ visitors per day11

100,000 kip expenditure.

Proposed Entry fees of Kip5,000 for international visitors and Kip3,000 for local visitors

Guest houses and hotels in ThakhekTravel agents in Khammouane that specialise in Thai clients- Inter Caravan Tour- SK Travel

SikhottabongStupa

Predominantly Thakhek locals and domestic tourists (from different districts of Khammouane and different provinces) with some international tourists (Thai and westerners) who are spending the night in Thakhek and visit this holy stupa just 6km from the town centre.

Religious MeritCultural Heritage

Anytime during the year especially weekends.

In 2012Total visitors: 105,800International visitors: 31,740Domestic visitors: 74,06012

10,000 people per day during festivals, Lao New year and other public holidays.**See prediction Annex 3

Average expenditure 100,000 kip for domestic tourists.


Religious Tourism Aged 30+ - middle to high income earners.From Laos domestic tourists (VTE, Savannakhet, Pakse) and Thai Pilgrims – can be independent travellers (usually Laos) or package tours (more likely to be Thai)

Usually include Thakhek (as part of a larger pilgrimage route on both sides of the Mekong e.g. Phra That Phanom & Phra That Utehn in Thailand,

Religious Merit at Sikhottabong

Any time of the year

Group work estimates 15,000

US$20 per day (depending on their hotel)

Thai travel agents who specialise in pilgrimage tours


Travel agents in Khammouane that

11 Institutional Analysis and arrangements for O&M of Project Facilities, ADB GMS Tourism Infrastructure for Inclusive Growth project (2014)12 ADB Tourism Demand Analysis, 2013

16


Prioritised Flows



When do they come

How many come




Thating Hang in Savannakhet and Sikhottabong in Thakhek.Some also visit Tham Xang Cave outside of Thakhek.

Will spend one night in Thakhek and some Thai visitors may just spend the day.

specialise in Thai clients- Inter Caravan Tour- SK Travel

Ecotourism Hin Nam No - Xebangfai Cave

Hi Chi Min Trail

Aged 18 to 50 years old. Adventure, Eco tourists – independent western travellers. Most go themselves or do a 2/3day trip with Green Discovery based in Khammouane

Stay overnightThe largest active river caveMost people use a jeep (rented & expensive), rent a motorbike or public transport (not easy & takes a long time). Then take a long boat to Ban Tham Namlort village and Kayak for 7 hours through the cave.Picnics.Some organized trips also include trekking

Use small village guest houses or home stays or camp using own equipment or that of a company e.g. green discovery.

AdventureSpeleology (study tour)

Dry season onlyOct - May

The number of visitors increased by 50% from 332 in the dry season of 2013 to 465 in 201413.

Estimated at 1,600 for 2015 by working group?Domestic: 1,400Foreigners: 200

US$20 – US$70

TripAdvisorWord of mouthBackpacker forumsGuide booksWebsite of

The Khammouane DICT sells transport

Travel companies in Thakhek or VTE e.g.Green Discovery

EcotourismKhong Lor Cave & the Natane Valley

Some domestic but mainly Intrepid international adventure travellersSpend 2 to 3 hours in the cave. Use several long boats and do some trekking. One small village to visit (10 minute walk) off the beaten track. Other only a small snack shop.Most do a day trip from Ban Nahin and some overnight at about 4km from the cave (Sala Hinhoun Guest House or homestays.)

Some people start at the Exit and trek to the entrance of the cave with a guide (4 hours) and

AdventureSpeleologyUnspoilt village lifeNature

Dry season mainly

2005 = 600 visitors2011 = 6,70014

2014/15 = 10,000 – estimated by the working group

US$15 – US$120 per person per dayTransport & Accommodation dependent.

TripAdvisorBackpacker forumsGuide booksTourist Information Centre in Khammouane

Word of MouthTourist information

Travel companies in VTETourist Information Centre in KhammouaneAnd some travel agents in Khammouane- Khammouane Eco-guide Unit Service- Green Discovery Laos

13 Hin Nam No Protected Area, Eco Tourism Unit 14 Asia Development Bank (2015) Together We Deliver 2014: From Knowledge and Partnerships to Results. Chapter 10: Cambodia, Lao PDR and Vietnam: A welcome change for Visitors. Printed in the Philippines, 2015.

17

http://www.hinnamno.org/index.php/from-the-units/eco-tourism-unit


Prioritised Flows



When do they come

How many come




then boat one way (1 hour)Others take a boat up and back from the entrance (2 to 3 hours)

Cycling?

centre Khammouane Boat riders and guides

based in Kong Lor village.

Ecotourism NakaiNew FLOW

Under developed – currently only few independent backpackers or nature lovers and bikers doing the Loop visit the plateau. There are currently no activities or accommodation option on the plateau although there is plenty of potential near the tank and the Natane valley – perfect for ecotourism - cultural & natural sites. Could also open up a new access route to Kong Lor Cave.

Nakai town has a few guesthouses and restaurants.Limited knowledge of how to explore this national park. Some people stay in Nam Theun and visit the Nam Theun 2 Visitors Centre learning about the hydro scheme.More development required.

Want to get off the beaten trackNature lovers

Dry season only In 2014, more than 3000 tourists crossed the district of Nakai of which 1/3 (1,000) were foreign tourists15

Elephant Cave(Xang Cave)

Predominantly domestic tourists (pilgrims)Pilgrims visit the site every year, usually around the Lao New Year in April, to sprinkle water on the elephant head and pray for good health.Also some International tourists – independent travellers on the Loop route and Thai weekenders / religious pilgrims.Most visitors go by tuk tuk from Thakhek.And will often buy something Food & drink provider in Ban Tham village.May spend 1 hour at the cave.

Religious meritCultural Heritage

April is peak season

Dry season onlyOct – May (difficult to access in rainy season)

2014/15 = 6,650 Estimated by working group.

2012 Figures:Total visitors: 4,525International visitors: 1,000Domestic visitors: 3,52416.Tham village in 2013 received on average 300 tourists per month17 Total =

Transport costs only. Max US$5

Khammouane Tourism Information CentreFriends & family

Tuk tuk drivers in Thakhek and Ban ThamGuest houses in ThakhekRestaurants in Ban Tham

15 Tetraktys, June 201516 Institutional Analysis and Arrangements for O&M of Project Facilities, ADB (2013)

18

http://www.adb.org/sites/default/files/linked-documents/46293-003-sd-04.pdf


Prioritised Flows



When do they come

How many come




approx. 3,600 per year (2013).

ADB projections = 9,300 in 2014? &15,600 (24% international) in 2018/19

Buddha Cave

Predominantly domestic tourists with some International tourists – independent travellers on the Loop route and Thai weekenders.A tuk tuk ride from Thakhek. The local village of Na Khang Xang has stalls selling snacks, drinks, seasonal fruits, and incense produced in the Village.This is a half day trip from Thakhek

Turtle Lake – included in this flow

Religious meritCultural HeritageSpeleology

All year round 40,000 plus18 TransportSmall Entrance FeeDrinks, incense etc.Max US$5


Tuk Tuk drivers in ThakhekStalls selling items.

Koun Kon Leng Lake Domestic tourists and International tourists – independent travellers on the Loop route and Thai weekenders.A tuk tuk ride from Thakhek. The local village of Na Khang Xang has stalls selling snacks, drinks, seasonal fruits, and incense produced in the Village.Swimming and boating

Religious meritCultural Heritage

Landscapes

Only in dry season.

Unknown TransportSmall Entrance FeeDrinks, incense etc.Max US$5


Green DiscoveryTuk Tuk drivers in ThakhekStalls selling items.

Table 3: Khammouane Province: Analysis of Strategic Visitor Flows

17 Source: Laos Pilot Project, MICT18 Source: Tourism in South East Asia. Challenges and New Directions, 2008

19

http://www.laospilotprogram.com/pdf/PPT%20Material/4th%20JCC%20Meeting%20-%202%20May%202014/Mr.%20Saly%20LPPT%20%20-%204th%20JCC.pdf


4.3 Prioritization of Strategic Visitor FlowsThe following criteria was used for prioritizing the Strategic Visitor Flows:

1. Are the number of visitors from this flow significant and what is their growth potential? 1.5 - 3 = larger visitor numbers with high growth potential 0 - 1.5 = smaller numbers of visitors with limited growth potential

2. What is the average spend per visitor per day? 1.5 - 3 = above average / significant spend per day e.g. > USD70 0 - 1.5 = below average / small spend per day e.g. < USD40

3. Does this flow have a positive contribution to Responsible Tourism i.e. its social, environmental and economic impacts are more positive than negative

1.5 - 3 = the positive impacts of this flow are greater than the negative impacts 0 - 1.5 = the negative impacts of this flow are greater than the positive impacts

Note: With the absence of comprehensive statistics, scoring was completed based input from private sector stakeholders and the DICT.

Table 4 below shows the 14 flows that were ranked for Khammouane Province, highlighting the top 5 flows.

Rank Flow

Scoring 1 to 3 No. of Tourists Av. Spend per visitor per day

Contribution to Responsible

Tourism

Total(out of 9)

1 Ecotourism Khong Lor Cave Natane 3 3 3 9

2 Individual Thai Weekend/Overnight (Thakhek: Hub and spoke behaviour) 3 3 2 8

3 The Loop (ADB priority) 2 3 3 84 Buddha Cave 3 3 2 8

5 Sikhottabong Stupa regular visits (ADB priority) 3 3 1 7

6 Ecotourism Hin Nam No; Xebangfai Cave 1 3 3 77 Ecotourism Nakai 1 3 3 78 Elephant Cave (ADB priority) 2 2 3 79 Rock climbing 1 3 3 7

10Sikhottabong/ MuangkhaoStupa and Festival (7 days in January/February) 3 2 1 6

11 Boat Racing Festival 3 2 1 612 Religious Tourism 2 2 2 613 Kon Leng Lake 2 2 2 6

Table 4: Khammouane Province Strategic Visitor Flows Ranking & Prioritization Score Card & Rank

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4.4 Overall Conclusion of AnalysisThe following are key conclusions from the Khammouane Province Strategic Visitor Flow Analysis:

1. Raise awareness of all flows: Amongst international visitors Khammouane Province is one of the least known tourism destinations in Laos. In order to become more competitive and attract a significant percentage of Laos’s international visitors, individual flows (with the exception of rock climbing which is at current capacity) need to implement strategic marketing activities to raise their awareness and provide tour operators with the appropriate information needed to sell the flows.

2. Develop experiential eco-adventure products and services: Khammouane Province is at the very early stages of its destination life cycle with limited tourism development to date. Almost all of the flows occur outside of Thakhek in remote wilderness and protected areas. Khammouane Province’s key point of differentiation is its abundant natural assets that are suitable for eco-adventure tourism products and services. Most flows need to develop more experiential products and services as well as investing in infrastructure to improve the overall visitor experience.

3. Build skills of tourism SMEs in all flows: The destination needs to focus on improving the standards of existing products and services to ensure they meet international standards. Almost all flows (with the exception of Rock climbing) currently do not have the human resources with the knowledge or skills to make the improvements. Building the capacity of SMEs and their workforce in a range of skills (hospitality, language, transport safety etc.) will be key.

4. Responsible Tourism: With an abundance of natural assets being the key strength for Khammouane Province all tourism should be developed responsibly ensuring that the negative economic, social and environmental impacts of tourism are minimized and the positive impacts are maximised. Focussing on the development of Eco-Adventure tourism products and services will be advantageous with responsible tourism inherently built into these. However all flows should consider having clear responsible pro poor tourism criteria and guidelines to ensure the natural assets are safeguarded and the communities around these assets benefit.

5. Synergies between key flows and their target audience: Several strategic visitor flows attract the same target audiences e.g. Adventure travellers for all Ecotourism flows, caves, rock climbing and the Loop. The key people / influences on the demand and supply sides are the same. The synergies between these flows should be leveraged for marketing activities. Taskforces should work together to see how they can collaborate to maximise their marketing spend and training of staff (current and potential workforce).

6. Conflict between flows: Visitors in the Thai bus group flow have different motivations, needs and wants of the destination compared to those of many other flows that attract the European market. Whilst recognizing the importance of the Thai bus group it is important to acknowledge the possible long term conflicts and develop products and services that will ensure future conflict is minimized.

The detailed action plan in Section 8 specifies activities for each flow and for the destination in general, including an allocation of responsibilities and resources. The action plan includes specific activities to address the above conclusions and assist capitalize on the strengths and opportunities as well as overcome the weaknesses and threats highlighted in the SWOT analysis.

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5.Destination Action Plan The following is a comprehensive Destination Action Plan for Khammouane Province.

Destination Management Activity Plan, Khammouane Province (2016 – 2018)Code

Name of visitor flow Identified actions to strengthen flow Priority level:1 = high2 = med3 = low

Lead respons.

Timing Resources needed (USD)

Potential source of funding

Additional resources needed in terms of HR expertise(cost for the HR expertise is included in the resource estimates)

1 Individual Thai Weekend/Overnight (Thakek: Hub and spoke behaviour)ກະແສນກທອງທຽວໄທບກຄນ (ທອງທຽວບນເທງ)

1.5 Specific promotion targeting Thailand through Thailand based travel agents: BKK based Thais, Thais in neighbouring provinces1.5 ເຮດການສງເສມແບບເຈາະຈງເປາຫມາຍຢປະເທດໄທໂດຍຜານຕວແທນທອງທຽວທປະເທດໄທເນນໃສຄນກງເທບ ແລະຄນໄທທຢຈງຫວດໃກຄຽງກບແຂວງຄຳາມວນ

2 DICT with Thai based travel agents

Mar 16 – Dec 18

5000 - TIIGP- NZ-MICT

Thai based marketing expertise, Thai based travel agents and DMCs

1.6 Improve online information (Webpage information in Thai language)1.6 ປບປງຂຳມນຂາວສານທາງອນເຕເນດ (ຂຳມນເວບໄຊພາສາໄທ)

2 Marketing taskforce

Jan – Jun 17


Lao based copywriter

2 Western organized group tours (not selected as a core flow based on criteria)

2.1 Work with VTE based travel agents on tour packages and itineraries including Khammouane (smaller experiential focused groups, arrival in Laos through Nahkon Phanom – Thakek border crossing)

2 Marketing task force

Jul 16 – Jun 17

N/A N/A VTE based DMCs; Thai based travel agents/DMCs catering to Western experiential group tour market

2.2 Organize a fam trip for VTE based travel agents


Mar – May 17

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

Lao based expertise for fam trip organization, e.g. VTE based DMCs

3 Sikthotthabong/ MuangkhaoStupa and Festival (7 days in January/February)ກະແສນກທອງທຽວເທດສະການພະທາດເມອງເກາ (ໄລຍະ 7 ມໃນເດອນມງກອນ-ກມພາ)

3.1 Reduce prices for the setting up of tents during festival3.1 ຫລດລາຄາສຳາລບຄາເຊາຮານໃນໄລຍະບນ

3 Event taskforce under leadership of DICT

Jan/Feb 16 - 18

N/A N/A N/A

3.2 Improve management and coordination of festival, including announcement/information sharing, traffic management, organization of space during the event and cleaning up after event (event task force)3.2 ປບປງການຄມຄອງແລະປະສານງານການ

2 Event taskforce under DICT leadership

Nov 15, 16, 17

10,000 - TIIGP- Gov. budget; event income

Lao based event management expertiseResponsible tourism expertise to assist minimise the negative impacts

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Code


Lead respons.




ຈດງານບນ, ລວມເຖງການຄມຄອງການຈຳລະຈອນ, ການຈດສະຖານທໃນໄລຍະບນ ແລະການອານາໄມພາຍຫລງງານບນ (ຫນວຍງານສະເພາະກດຈດງານບນ)3.3 Promotion of Sihkottabong festival to specific nearby markets (domestic markets in neighboring provinces, Thai and Vietnamese markets across the border)3.3 ເຮດການສງເສມໂຄສະນາບນພະທາດເມອງເກາໂດຍເລງໃສພນທໃກຄຽງ (ປະຊາຊນທຢແຂວງໃກຄຽງ, ປະຊາຊນທມຊາຍແດນຕດຈອດ ໄທ ແລະຫວຽດນາມ)


Nov – Jan 15, 16, 17

2000 - TIIGP- Gov budget; event income

3.4 Develop a site protection / management plan specific for the festival e.g. waste management and ways to minimise the negative impacts of the festival on the heritage asset

1 Event taskforce

June 16 – Dec 18

3,000 - NZ-MICT- TIIGP

Responsible Tourism specialist

4 Boat racing festivalກະແສເທດສະການບນຊວງເຮອ

4.1 Improve management and coordination of festival, including announcement/information sharing, traffic management, organization of space during the event, noise management during the event and cleaning up after event (event task force)4.1 ປບປງການຄມຄອງແລະປະສານງານການຈດງານບນ, ລວມເຖງການຄມຄອງການຈຳລະຈອນ, ການຈດສະຖານທໃນໄລຍະບນ, ການຄມຄອງການນຳາໃຊເຄອງສຽງໃນໄລຍະງານບນ ແລະການອານາໄມພາຍຫລງງານບນ (ຫນວຍງານສະເພາະກດຈດງານບນ)

2 Event taskforce under DICT leadership

Sep/Oct 16, 17, 18

10000 - TIIGP- Gov. budget; event income

Lao based event management expertise

4.2 Promotion of boat racing festival to specific nearby markets (Thai market, VTE based expats) as part of attractive packages (boat racing cum ecotourism holiday package)4.2 ເຮດການສງເສມໂຄສະນາບນຊວງເຮອໂດຍເລງໃສພນທໃກຄຽງ (ກມເປາຫມາຍຕະຫລາດນກທອງທຽວໄທ, ຊຽວຊານຕາງປະເທດທເຮດວຽກຢວຽງຈນ) ໂດຍເຮດໂປແກມທອງທຽວແບບຫລາຍກດຈະກຳາສຳາລບວນພກ (ງານບນຊວງເຮອ - ການທອງທຽວທາງທຳາມະຊາດ)


Nov – Jan 15, 16, 17

2000 - TIIGP- Gov budget; event income

N/A

5 Religious tourism 5.1 Set-up information boards at temples and 2 Marketing Jul – Dec 15’000 - TIIGP Lao, Thai and English

23


Code


Lead respons.




ກະແສນກທອງທຽວສາດສະຫນາ

sites to improve information about history of temples/sites (important to do this in a unified way throughout the destination in order to live a specific destination brand, still to be developed)5.1 ສາງກະດານຂຳມນຂາວສານຢບນດາວດຕາງໆ ແລະບນດາສະຖານທ ເພອປບປງ ດານການໃຫຂຳມນທກຽວກບປະຫວດຄວາມເປນມາຂອງວດ-ສະຖານທ (ເປນຈດສຳາຄນທຈະຕອງເຮດເພອໃຫເປນໃນທດທາງດຽວໃນຈດຫມາຍປາຍທາງການທອງທຽວເພອສາງ ສນຍາລກໃຫກບຈດຫມາຍປາຍທາງການທອງທຽວ ທຈະຕອງໄດຖກພດທະນາແລະສາງຂນ)

taskforce 16 - NZ-MICT copywriting expertiseLao based history and research expertiseLao based design expertise (follow-brand expression guidelines)

5.4 Promotion of religious events and sites to domestic and Thai markets (targeted marketing)5.4 ສງເສມໂຄສະນາງານບນສາດສະຫນາ ແລະສະຖານທໃຫກບຕະຫລາດນກທອງທຽວພາຍໃນປະເທດ ແລະປະເທດໄທ (ການຕະຫລາດເຈາະຈງກມເປາຫມາຍ)


Jul 16 – Dec 18


N/A

6 Sikthotthabong Stupa regular visits (ADB priority)ກະແສນກທອງທຽວພະທາດສໂຄດຕະບອງ

6.1 upgrade approximately 2 km of internal road to DBST standard6.1 ຍກລະດບເສນທາງພາຍໃນບຳລເວນໃຫໄດມາດຖານ ( 2 ກໂລແມດ) DBST standard

1 DICT PIUAccord. go TIIGP PAM

1080000 - TIIGP According to TIIGP PAM

6.2 rehabilitate internal road bridge6.2 ປບປງເສນທາງ ຂວພາຍໃນບຳລເວນ6.3 construct 4000sqm parking area6.3 ສາງສະຖານທຈອດລດໃນເນອທ 4000 ຕາແມດ6.4 construct public toilet blocks with sanitation6.4 ສາງຫອງນຳາສາທາລະນະທຖກສກຂະລກສະນະ6.5 rehabilitate existing two storey structure to become information center with interpretation facilities and retail space6.5 ປບປງຕກສອງຊນທມຢໃຫເປນສນຂຳມນຂາວສານທມພະນກງານໃຫຄຳາແນະນຳາ ແລະເປນບອນຂາຍເຄອງທລະລກ6.6 construct food and beverage kiosks to improve food availability and diversity6.6 ສາງຮານຂາຍເຄອງດມ ແລະອາຫານ ເພອປບປງການສະຫນອງອາຫານໃຫພຽງພ ຳ ແລະມຄວາມຫລາກຫລາຍ6.7 improve landscape features to create public green space for residents and tourists6.7 ປບປງຈດເດນຂອງສະຖານທເພອສາງພນທສາທາລະນະສຂຽວສຳາລບຄນໃນພນທ ແລະນກ

24


Code


Lead respons.




ທອງທຽວ6.8 construct a solid waste transfer station with small materials recovery facility6.8 ສາງສະຖານຂນສງສງເສດເຫລອຂເຫຍອ6.9 install rubbish bins, signage and information boards6.9 ຕດຕງຖງຖມຂເຫຍອ ແລະກະດານຂຳມນຂາວສານ6.11 Develop innovative facilities for self-guided tours (e.g. podcasts)6.11 ສາງແຜນທທອງທຽວສຳາລບນກທອງທຽວໃຊເອງດາວໂຫລດໄດທາງອນເຕເນດ


Mar – Sep 17

5000

TIIGP

Design and media students from VTE or from abroad

6.12 Establish the Management Committee for Sikhottabong Stupa Site.

1 Sikhottabong Stupa Taskforce

April 16 - ongoing

NA NA

6.13 Organize a market space for selling local products around Sikhottabong Stupa e.g. food, handicrafts etc.

1 DICT PIU Jun 16 – Dec 18

5,000 NZ-MICTTIIGP

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

1 DICT PIU Jun 16 – Dec 18

??? TIIGP Cultural Heritage expertArchitects

7 The Loop (ADB priority)ກະແສ ເດລບ The Loop (ADB priority)

7.1 Maintain/improve the road around the loop7.1 ບຳາລງຮກສາເສນທາງ ເດ ລບ

1 The Loop Task Force

Jan 16 – Dec 18

? - TIIGP- NZ-MICT- NTPC

N/A

7.2 Improve hospitality facilities along the loop (restaurants, accommodation, bins)7.2 ປບປງສງອຳານວຍຄວາມສະດວກຕາມເສນທາງ ເດລບ (ຮານອາຫານ, ທພກ, ຖງຂເຫຍອ)


Jan 16 – Dec 18

? - TIIGP SME support

- Priv. Sec.

N/A

7.3 Improve innovative and attractive information and signposting along the loop7.3 ປບປງຂຳມນຂາວສານທແປກໃຫມ ແລະດງດດ ແລະປາຍບອກທາງຕາງໆຕາມເສນທາງ ເດລບ


Jul 16 – Jun 17

20’000 - TIIGP- NTPC

Lao based design expertise (follow-brand expression guidelines)

7.4 Develop a good and attractive map for tourists on the loop7.4 ສາງແຜນທເປນຫນາດງດດກຽວກບ ເດລບ


Mar – Dec 16

4000 - TIIGP- NZ-MICT- Tetraktys

Lao based map design expertise

7.5 Small campaign on motorbike road safety targeting tourists, motorbike providers and police (including general population)7.5 ຝກ-ຮບປະກນໃຫຜໃຫເຊາລດຈກໃຫຄຳາແນະນຳາກຽວກບຄວາມປອດໄພຂນ ພນຖານ


Nov 16 – Mar 17; Nov 17 – Mar 18


Lao based education expertise

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Code


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(ຫມວກກນນອກ, ທກສະການຂບ ອນໆ)7.6 Improve motorbike maintenance facilities along the loop7.6 ປບປງສງອຳານວຍຄວາມສະດວກການບຳາລງຮກສາ(ສອມແປງ)ລດຈກຕາມເສນທາງ ເດລບ


Jan 16 – Dec 18


- Priv. Sec.

N/A

8 Ecotourism Hin Nam No; Xebangfai Caveກະແສທອງທຽວທຳາມະຊາດຫນຫນາມຫນຳ, ຖຳາເຊບງໄຟ

8.1 Attract investors concessionaries interested in responsible eco-tourism to set-up good accommodation and food services- organize fam trips for investors8.1 ດງດດນກລງທນ-ຜສຳາປະທານທສນໃຈ ການທອງທຽວທຳາມະຊາດ ເພອສາງທພກອາໃສ ແລະການໃຫບຳລການອາຫານ

1 Hin Nam No Task Force

Mar 16 – Dec 18

10’000 - GIZ HNN GIZ expertise

8.2 Promote Xebangfai cave as part of an alternative adventure loop and co-develop sites along the loop- create map/app- promote through destination website and other online plattforms (tripadvisor, wikitravel, travelfish)- promote through travel guide books and travel magazine8.2 ສງເສມໂຄສະນາຖຳາເຊບງໄຟເປນທາງເລອກອກອນຫນງສຳາລບ ເດລບ ແລະຮວມພດທະນາສະຖານທຕາງໆໃນ ເດລບ


Mar 16 – Dec 18

5000 - GIZ HNN GIZ expertise

8.3 Improve road access to HNN and cave (all year road access)


Mar 16 – Dec 18

? KfW is currently doing a feasibility study on this

N/A

8.4 Develop experiential products which can be marketed through tour operators (see prcucts identified in strategic plan of HNN)8.4 ສາງຜະລດຕະພນບຳລການທດລອງທສາມາດເຮດການຕະຫລາດໄດກບບນດາຜໃຫບຳລການທວ (ເບງໃນແຜນຍດທະສາດຂອງ ຫນຫນາມຫນຳ)


Mar 16 – Dec 18

50’000 GIZ HNN / KfW-ICBF

GIZ expertise

8.5 Organize targeted marketing activities for HNN products (expat markets in VTE, BKK, Hanoi)8.5 ຈດກດຈະກຳາການຕະຫລາດທມເປາຫມາຍສຳາລບຜະລດຕະພນບຳລການຂອງ ຫນຫນາມຫນຳ (ຕະຫລາດຊຽວຊານທເຮດວຽກຢວຽງຈນ, ກງເທບ, ຮາໂນຍ)


Mar 16 – Dec 18

5000 GIZ HNN GIZ expertise

8.6 Establish existing working groups as Hin Nam No Taskforce and link to DMN meetings8.6 ຮບປະກນການປະສານງານລະຫວາງຜສຫນອງ


Jan – Jun 16

N/A N/A GIZ HNN as co-chair of task force

26


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ໃຫບຳລການຕາງໆໂດຍຜານເຄອຂາຍການພດທະນາຄມຄອງແລະສງເສມຈດຫມາຍປາຍທາງການທອງທຽວ ສາງຕງ ຫນວຍງານສະເພາະກດ ຫນຫນາມຫນ ຳ ຫລ ເປນສວນຫນງຂອງຫນວຍງານສະເພາະກດການທອງທຽວທຳາມະຊາດ8.9 Cave trekking training8.9 ການຝກອບຮມການຢາງຖຳາ


Nov 16, 17

5’000 TetraktysGIZ HNN

Tetraktys

9 Ecotourism KhongLor Nataneກະແສທອງທຽວທຳາມະຊາດ ກອງລຳ ນາຕານ

9.1 Improvement of access road to the cave9.1 ປບປງເສນທາງເຂາເຖງຖຳາ

2 Khong Lor Task Force

Jan 16 – Dec 18

? ? N/A

9.2 Improvement of accommodation and restaurants around the cave9.2 ປບປງທພກອາໃສ ແລະຮານອາຫານໃນບຳລເວນຖຳາ


Jan 16 – Dec 18


- Priv. Sec.

N/A

9.6 Strengthen participatory management of Khong Lor cave and nearby products9.6 ສາງຄວາມເຂມແຂງການຄມຄອງແບບມສວນຮວມຂອງຖຳາກອງລ ຳ ແລະຜະລດ ຕະພນບຳລການໃນບຳລເວນໃກຄຽງ


Jan 16 – Dec 18

5000 - TIIGP SME support

- Tetraktys

Tetraktys; other KHM based NGOs

9.7 Strengthen cooperation between boat cooperatives and tour companies to set-up transparent pricing structure9.7 ສາງຄວາມເຂມແຂງການຮວມມລະຫວາງກມບຳລການເຮອ ແລະບຳລສດທອງທຽວ ເພອສາງການຮວມມທໂປງໃສດານລາຄາ


Jan 16 – Dec 18

N/A N/A N/A

9.8 Improve targeted marketing of Khong Lor cave (expat markets in VTE, BKK, Hanoi)9.8 ປບປງການຕະຫລາດທມເປາຫມາຍຂອງຖຳາກອງລ ຳ (ຕະຫລາດຊຽວຊານທເຮດວຽກຢວຽງຈນ, ກງເທບ, ຮາໂນຍ)


Jan 16 – Dec 18


- Tetraktys

Lao based marketing expertise

9.9 Improve up to date information products on Khong Lor Cave, including on destination webpage9.9 ປບປງຂຳມນຂາວສານໃຫທນສະໄຫມກຽວກບຜະລດຕະພນບຳລການຂອງຖຳາກອງລຳ, ລວມ ເຖງເວບໄຊ


Jul 16 – Dec 16


- Tetraktys

Lao based marketing expertise

9.10 Develop new community based ecotourism products around Natane to diversify product offer beyond the cave- Kong Lor Natane trekking products- Natane village homestays and village life experience (rice farming, fishing, etc.)


Jan 16 – Dec 18

20’000 - TIIGP SME support

- NZ-MICT- LuxDev- Tetraktys

Product development consultants; Tetraktys

27


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9.10 ສາງຜະລດຕະພນບຳລການໃຫມການທອງທຽວທຳາມະຊາດແບບຊມຊນ ໃນບຳລເວນນາຕານ ເພອສາງຄວາມຫລາກຫລາຍນອກຈາກຖຳາ9.12 Cave trekking training9.12 ຝກອບຮມການຍາງຖຳາ


Sept 16 – Dec 16

3,000 - TIIGP SME support

- NZ-MICT- LuxDevTetraktys

Cave tourism experts

10 Ecotourism Nakaiກະແສທອງທຽວທຳາມະຊາດນາກາຍ

10.1 Develop products for reservoir based experiences (fishing trips, boating trips, kayaking)10.1 ສາງຜະລດຕະພນບຳລການສຳາລບກດຈະກຳາໃນບຳລເວນອາງນຳາ (ຕກປາ, ຂເຮອ, ຂເຮອຄາຍກ)

1 Nakai tourism taskforce or the Loop task force

Jan 16 – Dec 18

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


10.2 Develop a tourism product around hydropower (why it is important for Laos, challenges coming with it, how it is technically managed, etc.)10.2 ສາງຜະລດຕະພນບຳລການທອງທຽວໃນບຳລເວນເຂອນ (ເປນຫຍງເຂອນຈງສຳາຄນຕຳປະເທດ ລາວ, ສງທາທາຍທຕາມມາພາຍຫລງການມເຂອນ, ວທການເຕກນກຄມຄອງເປນແນວໃດ, ອນໆ)


Jan 16 – Dec 18

3000 - TIIGP- NZ-MICT- NTPC- LuxDev- Tetraktys

NTPC; product development expertise

10.3 Develop eco-tourism trekking products on the Nakai plateau on either side of reservoir10.3 ສາງຜະລດຕະພນບຳລການໃນບຳລເວນນາກາຍ


Jan 16 – Dec 18

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


10.4 Development of a tourism map for the Nakai plateau10.4 ສາງແຜນທທອງທຽວສຳາລຍບຳລເວນນາກາຍ


Jan – Jun 16

Internal Tetraktys

Tetraktys Tetraktys in house

11 Buddha Caveກະແສຖຳາພະ

11.1 improve transportation options to the cave; finalise the construction of the bridge to ease access to the Buddha cave11.1 ປບປງສາງທາງເລອກໃນບຳລການຂນສງໄປຫາຖຳາ

2 DICT with transport associat.

Jan 16 – Dec 18

- TIIGP- Priv. Sec

N/A

11.4 Improve recreational facilities around the cave11.4 ປບປງສງອຳານວຍຄວາມສະດວກບຳລເວນຖຳາ

3 DICT Jan 17 – Dec 18

20’000 - TIIGP- NZ-MICT

Lao based landscape design expertise

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11.5 Develop additional experiential products near cave

2 DICT with local community

Jan 17 – Dec 18


Product development consultants

11.6 Improve promotion of the cave as part of day trips from Thakhek


Jan 17 – Dec 18

N/A N/A N/A

12 Elephant Cave (TIIGP priority)ກະແສຖຳາຊາງ (TIIGP priority)

12.1 upgrade access road12.1 ຍກລະດບເສນທາງເຂາເຖງ

1 DICT PIU Accord. go TIIGP PAM

2.55 - TIIGP Accord. go TIIGP PAM

12.2 construct secondary access road12.2 ສາງເສນທາງເຂາເຖງອກຫນງເສນທາງ12.3 construct 2 additional parking areas12.3 ສາງບອນຈອດລດເພມ 2 ບອນ12.4 construct a multi-purpose tourist reception center with public toilets and vendor blocks12.4 ສາງສນຮບຕອນນກທອງທຽວ ທມຫອງນຳາສາທາລະນະ ແລະບອນຂາຍເຄອງ12.5 Improve access pathways and internal lighting12.5 ປບປງທາງຍາງ ແລະແສງສະຫວາງ12.6 install rubbish bins at key locations and organize collection system12.6 ຕດຕງຖງຖມຂເຫຍອຈດທສຳາຄນ ແລະຈດລະບບການເກບຖມ12.7 install signage and information boards12.7 ຕດຕງປາຍບອກຂຳມນຕາງໆ12.10 Improve promotion of the cave as part of day trips from Thakhek12.10 ປບປງການສງເສມໂຄສະນາຖຳາເປນສວນຫນງຂອງການມາທອງທຽວເມອງທາແຂກໃນມຫນງ


Jul 16 – Dec 18

N/A N/A N/A

13 Kon Leng Lakeກະແສຂນກອງແລງ

13.1 improve basic facilities around the lake (picnic spot, public toilet)13.1 ປບປງສງອຳານວຍຄວາມສະດວກພນຖານບຳລເວນຂນ (ບອນກນເຂາປກນກ, ຫອງນຳາສາທາລະນະ)

2 DICT PIU Jan 17 – Dec 18

? - TIIGP- NZ-MICT

Lao based landscape design expertise

13.2 Improve information at the site (sign board)13.2 ປບປງຂຳມນຂາວສານຢໃນສະຖານທ (ປາຍບອກ)

2 Marketing Task Force

Jan 17 – Jun 17


Lao based design expertise (follow-brand expression guidelines)

13.3 improve promotion of the Kon Leng Lake as part of one day trips and longer trekking trips13.3 ປບປງການສງເສມໂຄສະນາຂນກອງແລງເປນສວນຫນງຂອງການທຽວແບບຫນງມ ແລະການ


Jul 16 – Dec 18

N/A N/A N/A

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ທອງທຽວທຍາວຂນ

13.4 Community based tourism product development (trekking, homestays)13.4 ສາງຜະລດຕະພນບຳລການທອງທຽວແບບຊມຊນ (ຍາງ, ໂຮມສະເຕ)

1 DICT PIU Jul 16 – Dec 18


Product development consultants

14 Rock climbingກະແສນກປນເຂາ

14.1 Improve security of Green Climber’s home (fire incidence)14.1 ປບປງຄວາມປອດໄພຂອງບານພກກຣນ (ອບດເຫດໄຟໄຫມ)

1 Green Climber’s home/ Green Discovery

Jan 16 – Jun 16

Internal - GCH/GD N/A

14.2 Improve the cleanliness of the accommodation and its surroundings14.2 ປບປງຄວາມສະອາດຂອງທພກອາໃສ ແລະບຳລເວນໃກຄຽງ


Jan 16 – Dec 18


14.3 Increase food diversity in green climbers home14.3 ປບປງຄວາມຫລາກຫລາຍຂອງອາຫານໃນທພກອາໃສກຣນ


Jan 16 – Dec 18


14.4 Cooperate with transport association to improve transparent pricing to Green Climbers home14.4 ຮວມມກບສະມາຄມຂນສງເພອປບປງຄວາມໂປງໃສການຕງລາຄາ


Jan 16 – Dec 18


14.6 Promote add-on projects for climbers (trekking, kayaking, caving, canoying)14.6 ສງເສມໂຄສະນາເພມສຳາລບນກປກເຂາ (ຍາງປາ, ເຮອຄາຍກ, ຍາງຖຳາ, ເຮອແຄນນ)


Jan 16 – Dec 18


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Activities of importance for several flows Priority1 = high2 = med3 = low

Lead Timing Resources needed (USD)



A. Marketing, promotion and tourism information management activities

A.1 Develop overall brand identity for Khammouane Province based on USP 1 Marketing task

forceJan – Jun 16 20’000 - TIIGP

- NZ-MICTBranding expertise, e.g. QUO

A.2 Build capacity on brand expression amongst local stakeholders 1 Marketing task force

Jul – Aug 16 1000 - TIIGP- NZ-MICT

QUO, Swisscontact

A.3 Brand expression in strategic locations and through merchandise and information boards 1 Marketing task

forceAug – Dec 16 5000 - TIIGP

- NZ-MICTLao based design expertise

A.4 Improve and update provincial tourism webpage1

Marketing task force

Jan – Dec 16 10000 - TIIGP- NZ-MICT- Tetraktys

Lao based web design and copywriting expertise

A.5 Finalize and distribute provincial tourism map

2


Map is already developed by Tetraktys

N/A N/A

A.6 Improve tourism information office in Thakhek 2 Marketing task force

Jan – Dec 17 2000 - TIIGP- NZ-MICT

Lao based design or marketing expertise

A.7 Training for online marketing for hotels and guesthouses1


Mar – Jun 16 3000 - TIIGP- NZ-MICT

Lao based expertise on social media and online marketing (possibly a VTE based travel agent)

A.8 Carry-out an assessment for the potential for demand-oriented handicraft development in Khammouane 3 Marketing task

forceJan – Dec 17 5000 - TIIGP

- NZ-MICTHandcraft specialists from VTE or LPG

A.9 Promote Khammouane to other ASEAN source markets with interest in experiential tourism and accessing through Nakhon Phanom

1Marketing task force

Jan 16 – Dec 18

5000 - TIIGP- NZ-MICT- GIZ Related

Lao based marketing expertise; development partner expertise

B. Skills Development activitiesB.1 Build-up industry trainer pool in Khammouane (ToT)

1

Hotel and Restaurant Association or hospitality task force

Mar – Apr 16 2000 - TIIGP- NZ-MICT

Lanith trainers / Champasak trainer pool as an alternative

B.2 Build-up capacity of hotel and restaurant association / hospitality task force to organize trainings

2


Mar – Apr 16 1000 - TIIGP- NZ-MICT

Lanith trainers / Champasak Hotel and Restaurant Association / Swisscontact

B.3 Mobile training on Lanith’s Peun Than Heng a Sip programme in Thakek, KongLor, Nakai, Hin Nam No areas (using hotels and restaurants as training venues, industry trainers as training providers, Lanith as quality assurer)

1


Jun – Oct 16Jun – Oct 17Jun – Oct 18

300030003000

- TIIGP- NZ-MICT

Industry trainers, Lanith

B.4 Mobile tour guiding training 1 DICT Jun – Oct 16 5000 - TIIGP Master Trainer built up through

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(possibility to use curriculum developed as part of Swisscontact’s CTBP project as complementary to the DICT training)

Jun – Oct 17Jun – Oct 18

50005000

- NZ-MICT- GIZ HNN

Swisscontact Champasak Tourism Business Promotion Project

B.5 Mobile english training(possibility to use English training platform currently being developed as part of Swisscontact’s CTBP project)

2

Hotel and Restaurant Association or hospitality taskforce; DICT for tour guide English training

Jun – Oct 16Jun – Oct 17Jun – Oct 18

300030003000

- TIIGP- NZ-MICT- GIZ HNN- LuxDev

Language training school based in Thakek as key partner; English language teaching professionals as long-term volunteers

C. Strengthen responsible tourism behavior in the provinceC.1 Organize campaign and support activities for keeping Thakek clean (targeting schools, tourism businesses, tourists, public authorities)

1Responsible tourism task force

Jul 16 – Jul 17


Lao based solid waste management expertise

C.2 Set up and enforce solid waste management systems in key tourism locations (Kong Lor cave, Buddha Cave, Elephant Cave, Sikhottabong, Thakek river front)

1Responsible tourism task force

Jul 16 – Jul 17


Lao based solid waste management expertise

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

2


Apr – Sep 17 3000 - TIIGP- NZ-MICT

Lao based greening tourism business expertise

C.4 Organize a campaign on child safe tourism2

Responsible tourism task force

Jan – Dec 17 15’000 - TIIGP- World Vision

World Vision to manage the campaign

C.5 Train tourism businesses and public sector authorities on child safe tourism 2

Responsible tourism task force

Jun – Oct 16 3000 - TIIGP- World Vision

Lanith trainers trained on child safe tourismWorld Vision trainers trained on child safe tourism

D. Tourism statistics and data managementD.1 Build capacities on tourism-related M&E, statistics and data management (following a unified approach throughout Lao PDR) for government officials and tourism project staff members

1DICT statistics team

Feb 16 – Dec 18


ADB and NZ-MICT statistics expertise; Swisscontact; GIZ

D.2 Carry out an annual tourism exit survey1

DICT statistics team

Feb 16 – Dec 18


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

D.3 Carry out an annual tourism business survey1

DICT statistics team

Feb 16 – Dec 18


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

E. Transport, accessibility and infrastructureE.1 Strengthen transport association in terms of business planning and management 2 DICT PIU Jul 16 – Dec

162000 - TIIGP

- NZ-MICTLao based business planning consultants (e.g. EDC)

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

1DICT PIU Jan 16 – Dec

185000 - TIIGP

- NZ-MICTDevelopment partner expertise; international consultant

E.3 Improve connectivity between Vientiane and Thakek (work with bus operators and VTE based travel agents) 1 DICT PIU Jan 16 – Dec

18N/A - TIIGP

- NZ-MICTVTE based travel agents; development partner expertise

E.4 Regular road maintenance and transparent allocation of funds for road construction supporting prioritized visitor flows above (the loop, access road to Hin Nam No) 1

DICT PIU Jan 16 – Dec 18

? - Gov budget- maybe partially KfW

N/A

E.5 Prepare & implement an action plan to conserve and protect colonial buildings in Thakek

1

DICT PIUNZ MICT

June 17 – Dec 18

15,000 (Action plan)??? (Conservation)

- TIIGP- NZ-MICT

- Heritage Conservation expert- Architects

F. Tourism policies and regulationsF.1 Identify policy issues which are hindering tourism development in Khammouane province, in collaboration between public and private sector stakeholders

1DICT PIU Jan – Jun 16 N/A N/A N/A

F.2 Present and address identified policy issues in national level task force on policies and regulations 1 DICT PIU Jan – Jun 16 N/A N/A VTE based travel agents for the

national level discussionsG. Tourism SME support activities (check PAM)G.1 Business planning support to selected SMEs supporting the strengthening of prioritized flows 2 DICT PIU Jul 16 – Dec

1810’000 - TIIGP Lao based business planning

consultants (e.g. EDC)G.2 Facilitation of access to finance to selected SMEs supporting the strengthening of prioritized flows 2 DICT PIU Jul 16 – Dec

1810’000 - TIIGP Lao based business planning

consultants (e.g. EDC)H. Destination Management NetworkH.1 Organize bi-annual meeting of Destination Management Network Board for monitoring of Destination Management Plan 1 DMN

secretariatJun/Dec 16, 17, 18

2000 - TIIGP Development partner backstopping (ADB, NZ-MICT, Swisscontact, GIZ)

H.2 Establish taskforces of the Destination Management Network 1 DMN board Jan/Feb 16 N/A N/A Development partner backstopping (ADB, NZ-MICT, Swisscontact, GIZ)

H.3 Backstopping of Destination Management Network activities1

MICT PIU Jan 16 – Dec 18


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

H.5 Training of government staff and DMN board members in visitor-flow based destination management 1 MICT PIU Jun/Dec 16,

17, 182000 - TIIGP

- NZ-MICTEDC

H.6 Exchange visit with other destinations with their own DMN structure in Laos 2 MICT PIU Mar 17 5000 - TIIGP

- NZ-MICTDevelopment partner expertise

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6.Monitoring and Evaluation 6.1 Why Monitoring & Evaluation?Monitoring and Evaluation is a useful way to track your destinations performance.It can assist the Khammouane Province DMN in:

• Having improved information for decision making • Prioritization of the DMP action plan • Improving the approach to tourism planning• Identifying areas that need more improvement• Measuring the performance of the DMN in implementing the DMP• Improving communication & coordination between tourism stakeholders (private and public

sectors) • Enhancing the visitor experience • Improving the sustainability of the destination• Influencing policy changes

Destinations in Laos have relied on a limited range of statistics such as visitor arrival numbers and visitor satisfaction ratings to monitor their destination. These statistics do not tell the whole story of tourism’s impacts. Collecting data on a broad range of issues relevant to the impact of tourism on the local economy, communities, and the environment will help you build an accurate picture of what is really going on in Khammouane Province. It will also help build a competitive sustainable tourism destination.

6.2 The Results FrameworkThe results framework below (Figure 1) details the intended impacts and outcomes for the Khammouane Destination Management Plan if all the proposed activities in the Destination Action Plan are implemented over the next three years (2016 – 2018). The Destination Management Network (DMN) should familiarize themselves with this results framework using it not only to assist them monitor and evaluate their progress but as a reminder of their overall vision for the destination.

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Figure 2: Khammouane Province Tourism Destination Management Plan Results Framework

6.3 The Measurement PlanThe measurement plan below provides the DMN with a guideline on what to monitor to evaluate their progress and success implementing the DMP. It also gives suggestions on how to measure, by who, when and who is responsible for delivering and overseeing the measurement. The measurement plan will require a collaborative stakeholder approach with almost all taskforces having responsibility for certain indicators.

The destination indicators can be broken up into four categories with each category relating back to the activity plan:

1. Destination Development and Management2. Economic Impacts3. Social and Cultural Impacts4. Environmental Impact

These four indicators are based on the European Tourism Indicator System for Sustainable Destinations. The indicator system aims to contribute to improving the sustainable management of destinations by providing tourism stakeholders with an easy and useful approach to measuring and monitoring, and enable tourism stakeholders to share and benchmark their progress and performance in the future.

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSDESTINATION DEVELOPMENT AND MANAGEMENTDestination Management(how stakeholders work together)

% of Destination Management Network Committee Members who are satisfied with the functioning of the Destination Management Network

Internal survey during DMN Committee meetings(categories to be given: not satisfied – satisfied – very satisfied; including room for explanations and suggestions)

DMN secretariat Annually, during DMN Committee Meetings

Baseline:0%

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

Number of taskforces established and functional

Internal survey during DMN Committee meetings(categories to be given: not active – active – very active; including room for explanations and suggestions)

DMN secretariat Annually, during DMN Committee Meetings

Baseline:0

Target:2016: 32017: 52018: 7

Percentage of tourism SMEs satisfied with their involvement and their influence in the planning and development of tourism

Tourism business survey

Statistics taskforce in charge of business and exit survey

Annually, after high season

Baseline:0%Target:2016: 30%2017: 50%2018: 70%

The Destination Management Activity Plan is actively used as the key tool for Tourism Development and Management in the Destination

Interview with key stakeholders(DICT, Provincial Government Office, CHRA, CPATA)(scale to be used: 0 - 5)

Statistics taskforce Annually, beginning of calendar year

Baseline:0

Target:2016: 12017: 32018: 5

The percentage of priority number 1 activities in the Destination Management Activity Plan that were

During DMN Committee meetings

DMN secretariat together with DMN committee

Annually, during DMN Committee Meetings

Baseline:0%

Target:

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETScompleted or are being implemented

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

Has the destination…a. conducted a visitor satisfaction survey that covers the key visitor flowsb. shared findings with stakeholdersc. action in response to findings taken




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

Visitor Satisfaction(what visitors like about the destination)

Percentage of visitors who would highly recommend the destination to others

Exit survey(categories to be given in survey: not recommend – recommend - highly recommend)


Annually during high season

Baseline:First time survey data

Target:2016: 50%2017: 70%2018: 80%

Percentage of return visitors within the last 5 years amongst total number of visitors

Exit survey Statistics taskforce in charge of business and exit survey



Target: To be set once baseline data is available2016:2017:2018:

Percentage of visitors who consider the following aspects of the destination either as ‘good’ or ‘very good’:- A. Diversity of sites and

attractions- B. Diversity of excursions

and activities- C. Service quality in




Target: To be set once baseline data is available2016:A.B.…2017:

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETShotels and restaurants

- D. Hygiene and cleanliness in hotels and restaurants

- E. Service quality of travel agents

- F. Service quality of tour guides

- G. Value for money of attractions, excursions, hotels, restaurants and tour operators

- E. Communication skills in foreign language of hotel and restaurant staff

A.B.…2018:A.B.…

Destination Promotion and Reputation(how the destination is promoted and visible externally)

Percentage of visitors who express that they have used key promotional and information sources for the destination, such as (tbd for each destination):- Destination website- Specific destination

brochures or booklets




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

The number of times the destination has been specifically promoted in international trade fairs





Target:2016: 22017: 42018: 4

The number of times the destination has been

Marketing taskforce regular monitoring

Marketing taskforce Regularly, but reported


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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSspecifically show-cased in the media (print, television or web-based)

during annual DMN Committee Meetings

Target:2016: 22017: 42018: 6

The number of familiarization trips of tour operators and/or media to the destinations

Marketing taskforce regular monitoring

Marketing taskforce Regularly, but reported during annual DMN Committee Meetings


Target:2016: 12017: 22018: 2

Responsible Tourism Management

Does the destination have:a. Policies or guidelines

which support responsible tourism in the destination

b. Human and financial resources allocated to strengthen responsible tourism (e.g. responsible tourism task force)

c. Concrete measures that are being implemented to strengthen responsible tourism

Responsible tourism taskforce survey

Responsible tourism taskforce



Target:2016: yes to a-c2017: yes to a-c2018: yes to a-c

Percentage of tourism SMEs with:a. Specific policies for

responsible business management in place

b. Staff trained on policies or specific aspects of responsible tourism





Target:

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSmanagement

c. Concrete interventions to strengthen responsible business practices

d. A certification label or scheme for responsible tourism

2016: tbd2017: tbd2018: tbd

Percentage of visitors who stated:a. Environmental pollution

being a concern during their stay in the destination

b. Child safety being a concern during their stay in the destination




Target:2016: reduction of 10% for both a and b as compared to prior year2017: reduction of 10% for both a and b as compared to prior year2018: reduction of 10% for both a and b as compared to prior year

ECONOMIC IMPACTTourism Flow (volume & value) at Destination

The number of visitors per month and year, disaggregated by country of origin

DICT statistics Statistic TaskforceDept. of Immigration / border control, airport control,CHRACPATA

Regularly, but annual data evaluation

Baseline:DICT statistics

Target:2016: tbd2017: tbd2018: tbd

Number of prioritized tourism visitor flows in the DMP with perceived satisfactory growth tendencies/vectors




Baseline:First time dataTarget:2016: tbd2017: tbd

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS2018: tbd

Average daily spend per main visitor flow



Baseline:First time dataTarget:2016: increase by 20% as compared to previous year2017: increase by 20% as compared to previous year2018: increase by 20% as compared to previous year

Average length of stay per main visitor flow



Baseline:First time dataTarget:2016: increase by 0.5 days as compared to previous year2017: increase by 0.5 days as compared to previous year2018: increase by 0.5 days as compared to previous year

Growth in revenue for the destination through tourism

DICT statistics Statistic Taskforce Regularly, but annual data evaluation


Target:2016: +20% as compared to previous year (depending on overall growth of economy in destination)2017: +20% as compared to previous year2018: +20% as compared to previous year

Enterprise performance

Average occupancy rate in commercial accommodation per month and average for the year




Baseline:First time data

Target:2016: increase by 20% as compared to previous year

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS2017: increase by 15% as compared to previous year2018: increase by 5% as compared to previous year

The number of…a. hotelsb. restaurantsc. tour operatorsthat have invested into hospitality/tour guide training during the assessment period





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

Percentage of tourism SMEs who state an improved business performance/revenue as compared to previous year




Baseline:First time dataTarget:2016: 50%2017: 60%2018: 70%

Net growth (newly registered–closed businesses) in registered tourism SMEs in destination



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

Employment Direct tourism employment as percentage (%) of total employment, sex disaggregated



Target:No targets, but more as measure of the importance of the sector and how this changes over time

Number of directly employed people in the tourism sector (full time equivalent = FTE), sex disaggregated



Target:No targets, but more as

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSmeasure of the importance of the sector and how this changes over timeTarget:No targets, but more as measure of the importance of the sector and how this changes over time

SOCIAL AND CULTURAL IMPACTCommunity Impact

% of community members who perceive the impacts of tourism on their communities as positive

Community survey Statistics Taskforce Regularly, but annual data evaluation


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

Number of villages involved in tourism



Target:2016: 2 new ones2017: 2 new ones2018: 2 new ones

Number of registered tourism SMEs owned by local residents



Target:2016: 2 new ones2017: 2 new ones2018: 2 new ones

Number of initiatives specifically aimed at reducing the negative impact of tourism on local communities (e.g. child safe tourism training and campaign)





Target:2016: 22017: 22018: 2

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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSProtecting and Enhancing Cultural Heritage, Local Identity and Assets

Percentage of listed cultural heritage sites (at national or provincial level) with an operational heritage management plan



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

Percentage of SMEs who actively source products locally

Business survey, district offices

Statistics Taskforce Regularly, but annual data evaluation


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

ENVIRONMENTAL IMPACTSolid waste management

Perceived improvement in solid waste management infrastructure and services

Business and exit surveys

Statistics taskforce Annually Baseline:First time survey dataTarget:2016: 10% perceived improvement as compared to last year2017: 10% perceived improvement as compared to last year2018: 10% perceived improvement as compared to last year

Number of specific policies or initiatives to reduce, re-use and recycle solid waste



Annually, during DMN Committee

Baseline:First time survey dataTarget:2016: 12017: + 12018: + 2

Water and sanitation

Percentage of tourism tourism businesses and

Business survey; government statistics


Annually, during DMN


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CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETSgeneral households with appropriate waste water management practices (according to prevailing regulations)

Committee Meetings

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

Noise protection % of tourists andp that the destination takes sufficient measures for noise protection

Business and exit surveys

Statistics taskforce Annually Baseline:First time survey data

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

Energy saving measures

% of tourism SMEs who take active measures to save energy

Business survey Statistics taskforce Annually Baseline:First time survey dataTarget:2016: 30%2017: 40%2018: 50%

Protection of natural assets and biodiversity

Number of initiatives specifically aimed at the protection of forests and biodiversity implemented




Baseline:First time survey dataTarget:2016: 22017: +22018: +2

Number of approved tourism investment projects posing a threat to the natural assets and the reputation of the destination





Target:2016: 02017: 02018: 0

Table 5: Khammouane Destination Management Measurement Plan

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7. References

Asia Development Bank (2013) Institutional Analysis and Arrangements for O&M of Project Facilities, GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003)Accessed via the internet at http://www.adb.org/sites/default/files/linked-documents/46293-003-sd-04.pdf

Asia Development Bank (2013) Tourism Demand Analysis and Forecasts - GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003). Accessed via internet at http://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdf

Asia Development Bank (2014) Project Administration Manual for Lao People’s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, June 2014.

Asia Development Bank (2014) Report and Recommendation of the President to the Board of Directors. Proposed Loan - Lao People’s Democratic Republic: Greater Mekong Sub region Tourism Infrastructure for Inclusive Growth Project, August 2014.

Asia Development Bank (2015) Together We Deliver 2014: From Knowledge and Partnerships to Results. Chapter 10: Cambodia, Lao PDR and Vietnam: A welcome change for Visitors. Printed in the Philippines, 2015.

Baltazard, M. (2015) Support for the structuring of ecotourism in the province of Khammouane. Report of Mission to Khammouane Province, Laos. 25th April to 7th May 2015. Produced by Tetraktys Development Agency.

Beritelli, P. & Reinhold, S. & Laesser, C. (2014) The New Frontiers of Destination Management. Journal of Travel Research, Edition 53, pp403-417, July 2014.

Beritelli, P. & Reinhold, S. (2015) The St. Gallen Model for Destination Management (SGDM). A practical introduction to the flow-based perspective. University of St. Gallen. Presentation 13 & 14 January 2015, hotel Sternen, Chur, Switzerland.

Cochrane, J. (2008) Asian Tourism: Growth and Change. Published by Elsevier UK & The Netherlands, 2008.

De Koning, M. (2010) Xe Bang Fai Cave Survey and Mapping. Exploring the most famous cave in Hin Nam No to support the areas nomination as a UNESCO Natural World Heritage SiteFunded by GIZ.

European Union (2013) European Tourism Indicator System for Sustainable Destinations. European Commission. Brussels, Belgium, February 2013.

French Embassy (2015) Le France au Laos Newsletter. No. 36 - April- August 2015. Special issue on cooperation between Rhone Alpine Region and Khammouane Province.

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Hitchcock, M., King, V.T., Parnwell, W. (2008) Tourism in South East Asia. Challenges and New Directions, Page 182. Nias Press, Denmark.

Henchman, A. & Mackay, J. (2015) Hin Nam No Tourism Strategy. Produced by TRC Consulting on 20 th October 2015. Accessed via the internet at

Laos National Tourism Authority (2004) National Ecotourism Strategy (2005-2010) Summary Document. Accessed via the internet at http://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdf

Lao National Tourism Administration (2010) Investors Resource Kit. Mekong Tourism Forum. Produced for the Lao People’s Democratic Republic Priority Tourism-Related Investment Project Factsheet produced by the Asia Development Bank. Accessed via the internet at http://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdf

Laos Pilot Program (2014). For Narrowing Development Gap towards ASEAN Integration. Laos Pilot Program Tourism Promotion Component (LPPT). Presentation made in May 2014. Accessed online via http://www.laospilotprogram.com/pdf/PPT%20Material/4th%20JCC%20Meeting%20-%202%20May%202014/Mr.%20Saly%20LPPT%20%20-%204th%20JCC.pdf

Ministry of Information, Culture & Tourism (2015) 2014 Tourism Statistical Report.

Stange, J., Brown, D. & Solimar International (2012) Tourism Destination Management: Achieving Sustainable and Competitive Results. An Online Tool Kit and Resource Series 3. USAID, Washington. Accessed on the internet at http://www.usaid.gov/sites/default/files/documents/2151/DMOworkbook_130318.pdf.

Steiner, T (2014) DMO 3 in Practice – From strategy to governance. Chapter 10, pp. 223-230. Tourism and Leisure, Pechlancer, H. & Smerol, E. Springer Fachmedien, Germany.

Tetraktys (2015) Making a Diagnosis of Tourist Area National Biodiversity Conservation of Nakai Nam Theun (Nakai Plateau) and Valley Natane. Produced by Tetraktys Development Agency in June 2015.

Thompson, T. (2014) The Future DMO. Travel 2.0 Consulting Group. Canada. Accessed via the internet http://travel2dot0.com/destinationmarketing/the-future-dmo/ on the 18th January 2014

United Nations World Tourism Organisations (2011), Tourism and Policy Practice for Global Tourism. Barcelona, Spain. Accessed via the internet at http://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_book_feb.pdf.

Wild, L. & LaPierre, D. (2011) Tourism Development: Achieving Sustainable and Competitive Results. Volunteers for Economic Growth Alliance (VEGA). Washington, United States of America. Accessed on the internet at http://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011.pdf.

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http://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011.pdf

http://www.counterpart.org/images/uploads/VEGA%20Tourism%20Development%2012%2015%2011.pdf

http://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_book_feb.pdf

http://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Mullis/Policy_Practices_UNWTO_book_feb.pdf

http://travel2dot0.com/destinationmarketing/the-future-dmo/

http://www.usaid.gov/sites/default/files/documents/2151/DMOworkbook_130318.pdf



http://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdf

http://www.ecotourismlaos.com/downloads/Investors%20Resource%20Kit%20for%20Mekong%20Tourism%20Forum%202010.pdf

http://www.ecotourismlaos.com/directory/publications/lao_nta_ecotourism_strategy.pdf


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

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http://www.tetraktys-ong.com/?rep=interventions&iInterventions=57

http://www.mekongresponsibletourism.org/laos/20-do-laos/10-cbt-homestays-in-laos/inside-the-limestone-forests-of-khammouane.html

http://www.mekongresponsibletourism.org/laos/20-do-laos/10-cbt-homestays-in-laos/inside-the-limestone-forests-of-khammouane.html

http://thakhekloopkid.travellerspoint.com/2/

http://www.top-travel-tips.com/laos-loop.html

http://awaygowe.com/2013/01/laos-motorbiking-the-khammouane-loop-day-1/

http://www.stdplaos.com/downloads/web-based_knowledge_center/visitor_information/provinces_in_laos/khammouane/Khammouane%20Brochure%20-%20English.pdf

http://www.stdplaos.com/downloads/web-based_knowledge_center/visitor_information/provinces_in_laos/khammouane/Khammouane%20Brochure%20-%20English.pdf

http://greenclimbershome.com/

http://www.ecotourismlaos.com/khammouane.htm

http://www.bangkokpost.com/lite/topstories/618148/mekong-steady-flow-of-tourism

http://www.roughguides.com/destinations/asia/laos/south-central-laos/thakhek-around/

http://www.khammouanetourism.com/


8. Annex

Annex 1: Definitions

TERM DEFINITIONDestination A destination comprises of one or more spaces, to which relevant numbers of visitors

travel and where visitors spend their time and money. A destination is defined by numerous Strategic Visitor Flows (SVFs) and not as one territorial area defined by political or administrative boundaries.From the TOURIST (demand) perspective a destination is an area that provides facilities, services and a menu of attractions and activities which allows a holistic holiday experience for a stay of a couple of days or more.From the INDUSTRY (supply) perspective a destination is a locality offering a set of products and experiences, critically influenced by the role and attitude of interdependent service providers and their willingness to co-ordinate and co-operate.Source: University of St. Gallen (2013)

Destination Management

It is a process of leading, influencing and coordinating the planning and management of all the aspects of a destination that contribute to a visitor’s experience, taking account of the needs of visitors, local residents, businesses and the environment.Destination management includes the planning, development and marketing of a destination as well as how it is managed physically, financially, operationally and in other ways.Managing tourism destinations is an important part of controlling tourism's social, environmental and economic impacts. Destination management can include land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives, and a host of other techniques to shape the development and daily operation of tourism-related activities.No one destination is the same as another. The challenges and opportunities for growth will be different and the stakeholders present, their willingness, capability and skill will vary. As such it is not appropriate to suggest that a one size fits all for destination management.Source: Adapted from Solimar International (2012,) UNEP-DTIE - Sustainable Tourism Project (2013)

Destination Management Plan (DMP)

A Destination Management Plan is a shared statement of intent to manage, develop and promote a destination over a stated period of time. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate.Source: Adapted from Visit England (2014)

St. Gallen Model for Destination Management

The St. Gallen Model for Destination Management® (SGDM) is a model for destination planning and development. It provides a market-demand-driven, realistic, and forward-looking perspective on the development of tourist destinations. The model enables decision-makers to identify strategic visitor flows (SVF) based on a six-step procedure. Since 2013 the University of St. Gallen, Switzerland have been developing the model based on practical experience in more than 30 destinations and the latest insights from ongoing research on destination management and marketing.Source: University of St. Gallen (2013)

Strategic Visitor Flows (SVF)

A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveler segments with similar motivations and that pursue similar activities. They tend to

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be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management.Source: Definition adapted from University of St. Gallen (2013)

Destination Management Network (DMN)

A DMN is a working group made up of many taskforces focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of strategic visitor flows within and across destinations. The DMN is not a hierarchical management organisation (e.g. CEO run) but rather a group that is network-based that can influence and help a destination develop. A DMN is composed of range participants, not necessarily from one destination. They can include government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). In Laos PDR there is a DMN at the national level as well as at the provincial level.Source: Definition adapted from University of St. Gallen (2013)

Taskforce A taskforce consists of a group of localized businesses and organisations (private and public) that are grouped together based on the way visitors interact / flow with relevant tourism attractions and activities in a geographic location.Taskforces are composed of participants from throughout the tourism value chain, including government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). These participants collaborate to improve the competitiveness of the destination (visitor flow). There maybe many taskforces in your province that relate to common areas across all flows e.g. marketing, statistics, infrastructure development, training etc. or are only applicable for an individual flow e.g. Chompet walking tour, Chinese Car Caravans, Experiential FITs etc.Source: Definition adapted from University of St. Gallen (2013)

What is Responsible OR Sustainable Tourism?

“Creating better places for people to live in and better places for people to visit”Maximizing the POSITIVE impacts of tourism and minimizing the NEGATIVE impacts.- It takes into consideration the community ensuring they have access to the tourism

industry and are actively involved.- It takes into consideration the local environment – ensuring that the local

environment is not destroyed by tourism.- And its takes into consideration the economic benefits of tourism – ensuring that the

local community get some of the financial benefit of tourism.- And most importantly it is about having a sustainable business that will provide you

and your family with an improved livelihood for the future.

Responsible Tourism is sometimes called Sustainable Tourism.

Source: The Cape Town Declaration for Responsible Tourism Management (2002)

Unique Selling Proposition

The one key reason that a product or service is different from and better than that of its competitors. What makes your destination stand out from the crowd!

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Annex 2: Background To The Destination Management Plan Travel and tourism continues to play an important role in the economic growth of destinations throughout Lao PDR. In an increasingly competitive national, regional and global market place where more and more tourism destinations are seeking to attract visitors and in an industry where travel planning has become more complex (individualized and technologically focussed) and driven by the tourist, sustainable destination management is key.

Managing tourism destinations is also an important part of controlling tourism's social, environmental and economic impacts. Destinations that are well managed are more likely to generate `sustainable’ and ‘inclusive’ growth in their local economy, and are more likely to maximise the benefits of that growth in long term, with additional income and jobs. The best-managed destinations are also likely to excel in attracting new investment, in keeping value-added jobs, in bringing in new talent and in stimulating innovation. Great destinations are great places to live and work as well great places as to visit.

In Lao PDR the concept of destination management is relatively new and those destinations where the concept has been trialed (predominantly at a national level) using traditional approaches such as Destination Management Organisation (DMOs) have had limited success in being effective or sustainable. Some key reasons for this include a poor track record of both the private and public sector working together (lack of trust); an emphasis on the ownership being by the government who often lack the financial resources and capacity to implement the broad spectrum of roles and responsibilities put onto a DMO; a poorly defined vision and objective of the DMO (committee) leading to mismatched expectations and an assumption that international DMO models will work in Lao PDR. In most cases these working groups / committees have been initiated and funded by international donor organisations. The donor provides both financial, technical and human resources often unintentionally playing the role of the DMO themselves. This leads to an unsustainable model whereby at the conclusion of the donor-funded project (usually 3 to 4 years) the DMO fails to continue. For a full list of lessons learned in Lao PDR and other destinations similar to Lao PDR can be seen in Annex 1.

In order to move destination management forward in Lao PDR, it is critical that those involved in the tourism industry do not continue to make the same mistakes that have already been made. Adopting new thinking and new approaches such as the St. Gallen Model for Destination Management are important.

The St. Gallen Model for Destination Management® (SGDM) is a model for destination planning and development. It provides a market-driven, realistic, and forward-looking perspective on the development of tourist destinations. It recognizes that no one destination is the same, there is no blue print for destination management and it avoids defining destination management by administrative or physical geographical boundaries (i.e. by provinces). The six-step procedure (Ref. Annex 2) focuses primarily on mapping the destination based on strategic tourist flows (SVFs) i.e. how do current and potential visitors flow through the destination.

A key part of the SGDM process is the development of a Destination Management Network (DMN) and a Destination Management Plan (DMP).A DMN is a working group focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of visitor flows and

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provincial level taskforces. The DMN is not a hierarchical management organisation (e.g. CEO run) but rather a group that is network-based that can influence and help a destination develop.

This Khammouane Province Destination Management Plan has been developed as a result of a series of workshops conducted with a wide range of tourism stakeholders by Swisscontact 19 and funded by the Asia Development Bank in conjunction with the Ministry of Information, Culture and Tourism. This plan is a shared statement of intent of how to plan, promote and coordinate Khammouane Province as a tourism destination over a three-year period20. The DMP sets out the agreed vision for Khammouane Province’s priority strategic visitor flows, opportunities and challenges faced, a destination action plan and a monitoring and evaluation plan for the period 2016 – 2018. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate. The DMP will be reviewed on a bi-annual basis by the DMN and revised on an annual basis.

19 www.swisscontact.org, Laos PDR20 For this DMP the time frame is a three-year period however it can be for any agreed time frame.

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http://www.swisscontact.org/


Annex 3: Purpose and Use of the Destination Management Plans The purpose of this Destination Management Plan (DMP) is to support the planning, coordination, marketing and overall management of Khammouane Province as a tourism destination over a three year period (2016 – 2018). This DMP will support Khammouane Province’s tourism stakeholders to:

1. Increase their understanding of tourists in the respective destination i.e. the way a tourist interacts (tourist flows) with their destination and a tourists behaviour

2. Increase their understanding of a wide range of key tourism stakeholders and the ways in which they can work together to positively influence and improve specific tourism flows

3. Prioritise existing strategic visitor flows (SVFs) to focus on and identify appropriate strategies and actions

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

5. Identify capacity and resource gaps and define ways to tackle them 6. Clarify roles and responsibilities of key stakeholders to ensure an action orientated approach to

the implementation of the DMP Ultimately, the DMP shall contribute to:

Increased visitor spending and value addition in the destination Reduction of economic leakages away from the destination Sustainable and responsible development of tourism in the destination, balancing economic,

social and environmental benefits More inclusive growth of the tourism destination offering decent employment for existing and

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

The key part of the DMP is an action plan that specifies key visitor flows to focus on, outlines activities, actors and their responsibilities, and allocates financial resources.It is to be understood as a flexible, light and living instrument that needs to be reviewed at least once annually in collaboration with the Destination Management Network board. It does not strive to be an all-encompassing instrument including every single activity related to tourism, but focuses on strategic priorities that make sense from a sustainable and inclusive economic growth perspective.

The DMP is not designed as a control instrument for the government, but as a tool to coordinate activities in a flexible manner. No stakeholder should ever be forced into a partnership or action that runs against his/her business principles or that seriously hampers the reputation and sustainability of the destination as a responsible tourism destination. In fact all partnerships and actions should only ever focus on “creating better places for people to live in and better places for people to visit.”

Timeline for the elaboration and application of the DMP: Draft ready by 15th of December 2015 Finalised and negotiated plans by March 2016 Review meeting of the Plan by November 2016 Review meeting of the Plan by November 2017 Review meeting of the plan and follow-up plan by November 2018

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Annex 4: Key Lessons Learned: The Challenges of Destination ManagementKey lessons learned from destination management in Lao PDR and similar destinations are:

Destination management models have been thrust onto some destinations without recognizing where the destination is in its life cycle and the contextual relevance.

Most Destination Management Organisations (DMOs) or Committees are funded by donors. Donor project time frames are often 3 to 4 years, which in many young emerging destinations is not long enough to develop sustainable, and effective destination management structures.

Many stakeholders and donors believe that destination management should be the main responsibility of the government and financed by the government because the government defines the destinations territory by its administrative borders. This leads to the development of government designed and run DMOs who are built on weak foundations – insufficient funding and insufficient capacity.

Tourism Destinations and DMOs have generally been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Activities of the DMO become more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs and enhancing the visitors overall experience in the destination.

Most DMOs are prescribed too many roles and responsibilities too soon. They try to be everything to everyone and are faced with chronic money and capacity shortages. In small destinations when committees are developed members of these tend to be associated only for power and prestige rather than for the better of the destination. In some cases this can lead to ‘elite capture’ with certain members / stakeholders participating for their own personal financial gain and not involving the “other” key stakeholders.

Traditional heavy, elaborate and tedious planning processes have, on average, yielded modest (if any) results. At best most of these processes have produced lengthy documents (marketing plans, destination strategies, brand strategies) that have never been implemented because there is not the capacity (financial or human) or will to do so.

Traditional destination management participatory processes imply that every body has to agree about everything. Involving everyone in planning exercises and striving to reach a single common goal, vision and master plan in most cases does not work and is not sustainable. Realizing the motivations and incentives of everyone are different is key. Move away from common ownership (the DMO belongs to everybody and serves everybody) to effective transactions and relationships with working groups.

Pooling funds centrally (e.g. via membership fees or tourism taxes) reduces the accountability of the DMO resulting in poor performance and disgruntled members. The accountability, transparency and sustainability of a DMO is immeasurably enhanced when the individual services delivered by the DMO are paid for by private and public sector organisations that will benefit from these. i.e. Fees are collected on an activity-by-activity basis rather than pooling funds centrally. This ensures the DMO is accountable for each activity they are paid to do and ensures transparency and better long-term relationships between the DMO and their customers.

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Annex 5: The Six-Step approach to the St Gallen Destination Management Model

Source: University of St. Gallen, Switzerland.

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Annex 6: Khammouane Province Tourism Statistics

2010 2011 2012 2013 20140

50000100000150000200000250000300000350000400000450000500000

Khammouane Province, Laos PDR Total Tourist Arrivals

2010-2014

YEARS

Tour

ist N

umbe

rs

Growth of 170% from 2010 to

2014

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

Domesitc34%

International66%

Khammouane Province Domestic Visitors vs. International Visitors

2014

Source: Ministry of Information, Culture & Tourism, 2014 Tourism Statistical Report

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Projected Growth of Visitor Arrivals - Khammouane Province (2012 – 2025)Based on ADB Tourism Development Project Investments

Source: Asia Development Bank (2013) Accessed online at http://www.adb.org/sites/default/files/linked-documents/46293-003-sd-02.pdf

Visitor Number Projections for Elephant Cave (Xang Cave) following investment in Infrastructure from ADB (2014-2025)

Source: Asia Development Bank (2013) Institutional Analysis and Arrangements for O&M of Project Facilities, GMS Tourism Infrastructure for Inclusive Growth Project (RRP LAO 46293-003)

Visitor Number Projections for Sikhottabong Stupa following investment in Infrastructure from ADB (2014-2025)


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Sikhottabong Stupa – Visitor and Revenue Projections, ADB 2014/15Based on the conservative projected increase in visitor arrivals after project completion from around 144,480 in 2018/19 to around 232,000 in 2024/25 (a constant 30% assumed to be international), annual revenue generated by the tourist facilities at the compound will rise from about KN959.0 million ($124,560) to about KN1,537.0 million ($199,610) over the same period. This will be generated from: - Entry fees of KN5,000 for international visitors and KN3,000 for local visitors; - Charges for vehicle parking based on an average of KN10,000 per car/van and an assumption of

30% use by all visitors; - Use of public toilets (KN2,000 per entry) assuming use by 50% of all visitors; and - The rental of kiosks for the sale of food, beverages, religious articles, souvenirs, and handicrafts.

This includes 10 stalls operating permanently for which there will be a nominal rental of KN500,000/stall per annum, and about 50 stalls each operating during festival times for a period of about two weeks for which there will be a rental fee averaging at KN300,000/stall per annum.

- Private donations made to the stupa or of receipts from guide services are not included in the revenue calculations.

- All projections include an assumed 2% per annum increase in revenue over the 2018/19-2024/25 period.


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Annex 7: Khammouane Province: Proposed Destination Management Network Taskforces

Note: In order to successfully implement the above taskforces and avoid mistakes made previously in Lao PDR with tourism working groups / taskforces it is recommended that the DMN consider implementing a few key taskforces within the first year to ensure their success. The number of activities each taskforce can implement within the first year will depend on the skill levels, funding availability and time commitments of their proposed members.

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Annex 8: Khammouane Province: DMN Feedback on DMP Activity Plans, 2016

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

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

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

Establish the Management Committee for Sikhottabong Stupa Site.

Improve information on Sikhottabong Stupa (focus on domestic and Thai tourist flows)

Organize of space for selling local products around Sikhottabong Stupa (to promote tourism in

the area)

Increase public relations on the Sikhottabong Stupa Event/Festival

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

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

Nang Aen cave

“Great wall”

Toum Pha Vang Stupa

Phachan cave,Namdone lake, Muang Phone Stupa

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

Phanang cave (Mahaxay Dist.)

Nong Phieng Xang cave (Nhommalath Dist.)

Nam Theun lake reservoir (Tha Lang)

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