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Mekong tourism sector strategy 2016 2025 - Brainstorming workshop at MTF 2016
The Greater Mekong Subregion (GMS) tourism strategy for 2016-2025 aims to develop an integrated, sustainable tourism sector that strengthens transport linkages and promotes the region as a single travel destination. Key strategic directions include enhancing tourism infrastructure, supporting human resource development, and improving regional travel connectivity, while also addressing challenges like climate change and competition. Feedback and input from stakeholders are crucial in shaping the strategy, ensuring it is responsive to the needs of the GMS countries.
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Mekong tourism sector strategy 2016 2025 - Brainstorming workshop at MTF 2016
- 1. UPDATING THE GREATER MEKONG SUBREGION TOURISM STRATEGY 2016-‐2025 Planning Process Briefing Walter Jamieson, Consultant
- 2. Agenda • IntroducLon to the strategy development process • Driving forces and trends • Feedback session on the issues from a Cambodian perspecLve • Input into possible strategies • Priority Projects • Wrap-‐up
- 3. Objec'ves • Discussions around the strategy and the development • We want to hear from you
- 4. Your Voice MaWers! We want to hear from you
- 9. SECTOR AND MULTISECTOR PRIORITIES • Developing the major GMS corridors as economic corridors; • Strengthening transport linkages, parLcularly roads and railways; • Developing an integrated approach to deliver sustainable, secure, and compeLLve energy; • Improving telecommunicaLon linkages and informaLon and communicaLon technology ICT) applicaLons among the GMS countries; • Developing and promoLng tourism in the Mekong as a single desLnaLon; • PromoLng compeLLve, climate-‐friendly, and sustainable agriculture; • Enhancing environmental performance in the GMS; and • SupporLng human resources development iniLaLves tha facilitate the process of GMS integraLon while addressin any negaLve consequences of greater integraLon.
- 10. Updated GMS Tourism Sector Strategy CreaLve CompeLLve InnovaLve Agile Data Based Integrated Equitable Resilient
- 11. ASEAN GMS CLV CLMV CLMVT Emerald Triangle Regional Groupings
- 12. Key AcLviLes & Milestones 1 • Regional Workshop on Strategic Priorities for the 10 Year GMS Tourism Strategy May 2016 2 • Tourism Working Group meeting June 2016 3 • Regional Workshop at MTF June 2016 4 • National Workshops in Six Countries 5 • Interim Strategy (Sept. 30, 2016) 6 • Draft File Strategy (Oct. 30, 2016) 7 • Final Strategy Presented to the Ministers (Nov. 30, 2016)
- 13. Overall Strategy Planning Process Phase 1 • Integrated SituaLonal Analysis Phase 2 • Planning & Policy FormulaLon Phase 3 • Development of Strategic DirecLons Phase 4 • Development of Strategic AcLons
- 14. Phase 2: Policy and Planning Process Phase 1: Integrated SituaLonal Analysis
- 15. Growth of Tourism Carrying Capacity Climate Change Demographic Change HR Development Increasing CompeLLon Insecurity & uncertainty Technological Change Rapid UrbanizaLon Sharing Economy Tourism Management Safety & Security OpportuniLes & Challenges
- 16. Uber Everyone’s Private Driver • Businesses that provide consumers with the ability to share resources, like housing, vehicles, home-‐cooked meals, and more, generally through apps or websites that connect users with poten>al customers. • Uber – vehicle sharing – through an app, customers can request a car to pick them up and drop them off. All controlled from mobile device.
- 20. Region 2008 2009 2010 2011 2012 2013 2014 2015 Average per Year ProjecL on 201 World 1.9 -‐3.9 6.5 4.6 4.7 4.6 4.2 4.6 3.9 3.5 to 4.5 Europe 0.3 -‐3.9 3.1 6.4 3.9 4.8 2.3 4.7 3 3.5 to 4.5 Asia and Pacific 1.1 -‐1.6 13.2 6.2 7.1 6.9 5.7 5.6 6.1 4 to 5 Americas 2.7 -‐4.7 6.3 3.6 4.5 3 8.5 5.9 3.7 4 to 5 Africa 2.9 4.5 9.3 -‐0.7 4.6 4.4 1.1 -‐3.3 4.4 2 to 5 Middle East 20 5.4 13.1 -‐9.6 2.2 -‐2.9 6.7 1.7 4.7 2 to 5 utlook for International Tourist Arrivals urce: UNWTO
- 21.
- 22. Phase 2: Policy and Planning Process
- 23. VISION Tourism in theGreater Mekong Subregion is Integrated, Prosperous, Equitable and Resilient with Effective Partnerships and Knowledge Management Strategic Direction 1: Human Resource Development Strategic Direction 5: Facilitate Regional Travel Connectivity Strategic Direction 4: Implement Creative Marketing and Promotion Programs Strategic Direction 3: Develop Responsible Experiences & Services Strategic Direction 2: Improve the Tourism Infrastructure EXPECTED OUTCOME A responsible, competitive and balanced destination Strategic Program 1.1 Deliver regional capacity building programs for public sector stakeholders Strategic Program 1.3 Deliver capacity building programs for nonprofits and social enterprises Strategic Program 1.2 Deliver business & creative support services for SMEs Strategic Program 2.4 Improve urban infrastructure & services in tourism destinations Strategic Program 5.1 Continue to implement air services agreement Strategic Program 5.1 Improved visa formalities Strategic Program 5.2 Improve border policies & procedures to facilitate the entry of vehicles Strategic Program 5.1 Enhance border management capabilities Strategic Program 4.3 Strengthen institutional arrangements for joint tourism marketing & promotion Strategic Program 4.2 Refine the Mekong Tourism brand and position the GMS as a must visit destination in Asia Strategic Program 4.1 Jointly package & promote thematic multi-country experiences & events in secondary destinations Strategic Program 3.2 Develop strategies that increase the residents' experience & quality of life Strategic Program 3.1 Create responsible multiple country visitor experiences Strategic Program 3.3 Protect and enhance the cultural/heritage/natural environments Strategic Program 2.5 Improve river & coastal port infrastructure Strategic Program 2.2 Improve road access to experiences & attractions in secondary destinations Strategic Program 2.3 Develop regional visitor centers & services at key sites and locations Strategic Program 2.1 Improve international airport facilities to facilitate intra region tourism Strategic Program 2.5 Encourage private investment in accommodation & food & beverage operations Strategic Program 3.4 Introduce responsible integrated tourism management approaches
- 24. VISION Tourism in the Greater Mekong Subregion is Integrated, Prosperous, Equitable and Resilient with EffecLve Partnerships and Knowledge Management
- 25. Expected Outcome A responsible, compeLLve and balanced desLnaLon
- 26. rategic Direction 1: HumanResource Development Strategic Direction 2: Improve the Tourism Infrastructure Strategic Direction Develop Responsib Experiences & Services Strategic Direction 4: Implement Creative Marketing and Promotion Programs Strategic Direction 5: Facilitate Regional Travel Connectivity
- 27. Visitor Journey Process Awareness of Destination Buying Decision Travel to Destination Arrival Experience Destination Quality Tourism Infrastructure Quality Quality of Attractions Departure Experience Back at Home Experience
- 28. ExperienLal Tourists Willingness to take risks Look for what is unique Want to interact with local people and their environments Want to leave a desLnaLon with a beWer understanding of the overall culture
- 29. Best places for thinking and relaxaLon -‐ slow travel Untouched nature OpportuniLes to stretch one's physical limits World-‐class ciLes Friendliest people Gejng to somewhere before it is destroyed Romance Religious and spiritual life Food -‐ slow food Sustainability as it relates to food and other areas Museums World heritage sites Great untouched neighborhoods FesLvals Vanishing and intact tradiLons Party ciLes Diverse ExperienLal MoLvaLons
- 30. Sok Private Infrastructure Guiding services, internet, money exchange, ouliWers, retail Sok Public Infrastructure Ambulance, disaster response, educaLon, hospitals, police, training Hard Private Infrastructure AccommodaLon, entertainment faciliLes, food and beverage outlets, theme parks, transportaLon Hard Public Infrastructure Airports, drainage systems, parking, parks, ports, sewage treatment, solid waste, management, toilets, water supply Tourism Infrastructure
- 31. STRATEGIC DIRECTIONS TO STRATEGIC ACTIONS 1 • SituaLon analysis, meeLngs with various stakeholders, analysis of data results, projecLons, trends and driving forces 2 • Possible strategic direcLons are idenLfied and ranked in concert with key stakeholders 3 • Strategic direcLons: • Feasible given poliLcal and economic realiLes • Capacity to build on the strengths of the region. 4 • Strategic AcLons • The “broad strokes” tacLcal steps • Who is responsible • Level of feasibility • The associated metric(s) • Timing
- 32. ObjecLve of the strategies must be to encourage tourists to travel to more than one country.
- 33. Priority Projects/Programs • Linked to regional objecLves and prioriLes • Involve at least two GMS countries or is a naLonal project with clear regional dimensions • Has strong public/private stakeholder support • A source of financing has been idenLfied • Part of a cluster/route/corridor in a secondary desLnaLon • Able to generate sufficient funds for sustainable operaLons and maintenance • The project will help to diversify market segments • Able to aWract longer stay and higher spending visitors
- 34. Title: Country(ies) Involved: LocaLon: DuraLon: RaLonale: Impact: Outcome: Outputs: Strategic AcLviLes: ImplementaLon Arrangements & Structure: Cost and Financing Plan: Due Diligence Required:
- 35. Working Together ADB MTCO/TWG Consultant NTOs All Stakeholders
- 36.