IMT-GT Tourism Strategic Framework and Action Plan

Transcription

1 IMT-GT Tourism Strategic Framework and Action Plan

2 INDONESIA-MALAYSIA-THAILAND GROWTH TRIANGLE IMT-GT Tourism Strategic Framework and Action Plan

3 The views expressed in this publication are those of the author and do not necessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term country in this document, ADB does not intend to make judgments as to any legal or other status of any territory or area. ADB encourages printing or copyright information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating derivative words for commercial purposes without the express, written consent of ADB.

4 Foreword iii Contents 1 Introduction 1 2 Overview of the IMT-GT Tourism Sector Biogeography Market Connectivity Market Demand and Supply Product Lineup Institutional Framework Key Issues for Subregional Cooperation in Tourism Potential Cross-Border Thematic Circuits and Routes 7 3 IMT-GT Tourism Strategic Framework Rationale and Strategic Goals for Cooperation in Tourism Strategic Directions and Programs for Building Interconnectivity Building Sustainability, Competiveness and Inclusiveness Positioning the Subregion as a Single Destination Key Results Indicators 13 4 Action Plan Road Map for Implementation Knowledge Dissemination Plan Implementation Approach Updating the Strategy and Action Plan 23 References 24 iii

5 iv Foreword Abbreviations ADB AEC ASEAN ATSP CAGR CBO CIMT CIQS DMO EA FDG GDP GMS IA IB IMT-GT ICT JBC KPI MICE MRA MSMEs NGO NTO PPP RORO SASEC TA UNEP UNESCO UNWTO UVP WEF WGT WTTC WWF Asian Development Bank ASEAN Economic Community Association of Southeast Asian Nations ASEAN Tourism Strategic Plan compound annual growth rate community-based organization Centre for Indonesia-Malaysia-Thailand Subregional Cooperation customs, immigration, quarantine and security destination management organization executing agency focus group discussion gross domestic product Greater Mekong Subregion implementing agency implementation blueprint Indonesia-Malaysia-Thailand Growth Triangle information and communication technology Joint Business Council key performance indicator meetings, incentives, conferences, and events mutual recognition agreement micro, small and medium enterprises nongovernment organization national tourism organization public-private partnership roll-on/roll-off South Asia Subregional Economic Cooperation technical assistance United Nations Environment Program United Nations Educational, Scientific and Cultural Organization United Nations World Tourism Organization unique value proposition World Economic Forum working group on tourism World Travel and Tourism Council World Wildlife Fund NOTE In this report, $ refers to US dollars. iv

6 Foreword v Map of IMT-GT Economic Corridors o 8 00'N A n d a m a n S e a Phatthalung Ranong Phuket Aceh KRABI Trang Economic Corridor PHATTALUNG TRANG Songkhla Pattani SATUN Straits of Malacca SONGKHLA Satun Economic Corridor Kuah Yala Langkawi Island Kangar Extended PERLIS YALA Songkhla Penang Medan Alor Star KEDAH Economic Corridor George Town Kepala Batas Banda Aceh Sigli Penang Island Bayan Lepas Lhokseumawe PENANG Banda Aceh--Medan-- Pekanbaru --Palembang Economic Corridor Simeulue Island Nias Island o 98 00'E MYANMAR PHANG NGA Ranong RANONG Surat Thani Phang Nga PHUKET NANGGROE ACEH DARUSSALAM Phuket Chumphon CHUMPHON SURAT THANI NAKHON SI THAMMARAT Krabi S t r a i t s o f M a l a c c a Nakhon Si Thammarat THAILAND PATTANI NARATHIWAT Narathiwat KELANTAN Dumai Aek Kanopan Pekanbaru Kota Bahru Kuala Terengganu TERENGGANU Langsa Ipoh PERAK PAHANG Belawan Medan Kuantan Binjai Tebing Tinggi SELANGOR Shah Alam KUALA LUMPUR NEGERI Kisaran Subang SEMBILAN Pematang Siantar Sepang Seremban Batu Berendam MELAKA Rantau Prapat Melaka NORTH JOHOR Sibolga SUMATRA Senai Johor Bahru o 'E INDONESIA-MALAYSIA-THAILAND GROWTH TRIANGLE N Kilometers PENINSULAR MALAYSIA S o u t h C h i n a S e a SINGAPORE Riau Islands Melaka-- Dumai Economic Corridor Tanjung Pinang RIAU ISLANDS o 8 00'N 0 o Batu Islands Pariaman R I A U Rengat Lingga Islands 0 o Teluk Kuantan Siberut Island Padang WEST SUMATRA J A M B I Jambi I N D O N E S I A Bangka Island IMT-GT Province/State Economic Corridor National Capital Pagai Islands S U M A T R A SOUTH SUMATRA Palembang Pangkal Pinang BANGKA BELITUNG o 4 00'S Provincial/State Capital City/Town Airport National Road Other Road Provincial/State Boundary International Boundary Boundaries are not necessarily authoritative. Bengkulu BENGKULU Lahat Baturaja LAMPUNG Lampung Bandar Lampung J a v a S e a o 4 00'S This map was produced by the cartography unit of the Asian Development Bank. The boundaries, colors, denominations, and any other information shown on this map do not imply, on the part of the Asian Development Bank, any judgment on the legal status of any territory, or any endorsement or acceptance of such boundaries, colors, denominations, or information. I N D I A N O C E A N o 98 00'E o 'E Source: IMT-GT Indonesia-Malaysia-Thailand Growth Triangle Implementation Blueprint p. 8. v

7 vi Map of IMT-GT Economic Corridors IMT-GT Provinces and States Indonesia Malaysia Thailand Aceh Perlis Chumphon North Sumatra Kedah Ranong West Sumatra Penang (Pulau Pinang) Phang Nga Riau Perak Surat Thani Riau Islands Selangor Phuket Jambi Kelantan Nakhon Si Thammarat South Sumatra Negeri Sembilan Krabi Bengkulu Melaka Phatthalung Bangka-Belitung Trang Lampung Songkhla Satun Pattani Narathiwat Yala Source :

8 Foreword vii The Imt-Gt Tourism Sector Strategic Framework IMT-GT Vision 2036: To be an integrated, innovative, inclusive and sustainable subregion by IMT-GT Tourism Sector Goal: Sustainable, inclusive and competitive cross-border circuits and routes 1. Improving connectivity between key areas of the subregion to support thematic cross-border tourism circuits and routes 2. Enhancing the sustainability, inclusiveness, and competitiveness of the subregion as a destination 3. Marketing the subregion as a single destination based on thematic cross-border circuits/ routes and destinations Strategies and Programs 1.1 Facilitating air connectivity approvals, especially for IMT-GT air charter carriers 2.1 Developing and implementing IMT-GT tourism human resource development programs 3.1 Preparing IMT-GT Tourism Marketing Strategy and two-year rolling promotion plan 1.2 Completing strategic transportation and ICT connectivity infrastructure 2.2 Adopting, expanding and implementing the ASEAN Tourism & Competency Standards 3.2 Undertaking circuit/route destination product improvement and diversification programs 1.3 Developing new air, land and sea route connections 2.3 Harmonizing the collection and analysis of tourism statistics in the subregion 3.3 Undertaking programs to increase community engagement in tourism supply chains in circuits vii

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10 1 Foreword 1 Introduction The tourism sector has been identified, along with agriculture, agro-based industry and halal products, as a lead focus area whose growth and development will underpin the achievement of the vision of the Indonesia-Malaysia-Thailand Growth Triangle (IMT-GT) as an integrated, innovative, inclusive and sustainable subregion by 2036, and as a key socioeconomic pillar in the implementation of the ASEAN Economic Community. As noted in the Leaders Declaration on the adoption of IMT-GT Vision 2036, critical to enabling the integration and growth of the three lead sectors are appropriate initiatives in transportation and ICT connectivity, trade and investment facilitation, environment and human resource development, and education and cultural development. The strategic framework and action plan for the integration and development of the tourism sector in the IMT-GT subregion between 2017 and 2021 has been based on the overall strategic framework set forth in the Leaders Declaration on the IMT-GT Vision 2036, the Implementation Blueprint , and national, provincial and ASEAN tourism strategic plans; and on surveys and consultations with public, private, and community stakeholders in the subregion. The report first gives the background to the sector in terms of its resources, scope and development, past subregional cooperation efforts, the ASEAN and IMT-GT strategic context and programmatic implementation approach, key issues and constraints, and opportunities for developing a highly competitive, sustainable, inclusive and integrated tourism sector. The report then proposes the long-term goal for the tourism sector in the context of the overall vision for the IMT-GT, and goes on to identify the strategic directions and programs that should guide cooperation in tourism between the countries of the subregion. Next, the report identifies specific programs and related projects with timelines that should be implemented between 2017 and Finally, the report sets out the recommended implementation arrangements for the action plan, suggests relevant key performance indicators (KPIs), and outlines a knowledge dissemination plan to communicate the strategy and action plan to key stakeholders within and outside the subregion. 1

11 2 2Foreword Overview of the IMT-GT Tourism Sector 2.1 Biogeography The biogeographic area within which the IMT-GT is located encompasses parts of the Philippines, Borneo, Sumatra, Peninsular Malaysia and Southern Thailand. This area, which has some of the oldest and most biologically diverse rainforests and marine resources on the planet, is referred to by archeologists as Sundaland. Overlaying its landscape are ethnic tribal groups, the remnants of ancient civilizations influenced by Malay, Chinese, Hindu, and Buddhist culture, and in more recent times by Islamic and Christian culture. Its unique natural and cultural heritage has been recognized by UNESCO, which has listed five World Heritage Sites in the area, and by ASEAN, which lists seven ASEAN Heritage Parks. However, arguably its most important asset is its multiplicity of ethnic groups living in harmony with each other, and having a long history of trade and openness to visitors since ancient times. These and other factors add up to a substantial capacity for increased tourism, subject to the adoption of sustainable development and management practices. Key concerns affecting the area s forests, national parks and marine resources include such extractive activities as wildlife poaching and trafficking, timber extraction, animal grazing, overfishing and overuse of key areas by tourism. Developing a coordinated approach across the subregion on these issues would help to ensure the long-term sustainability of its tourism sector. 2.2 Market Connectivity The subregion is connected to the longhaul markets of Europe, Middle East and the Americas, as well as to major regional markets in Southeast Asia, East Asia and South Asia, through global air hub gateways in Bangkok, Kuala Lumpur, Jakarta and Singapore. These in turn are connected to regional international airports in Penang, Langkawi, Medan, Batam, Aceh, Phuket, and Hat Yai. Air travel between regional international airports and domestic airport points in each IMT-GT area is provided by domestic carriers. By sea, the subregion is accessible from Singapore to Batam and Pulao Bintan, from Java, and from Peninsular Malaysia. By land, the Thailand and Malaysian components of IMT-GT Subregional Air Interconnectivity 2

12 Overview of the IMT-GT Tourism Sector 3 the IMT-GT are accessible by dual- and four-carriageway roads from Singapore and Bangkok, while within Sumatra, road transport connects most of the main tourism points. By rail, the Thailand and Malaysian components of the subregion are accessible from Singapore and Bangkok. However, the inter-subregional connectivity necessary to provide new cross-border tourism activity and packaging opportunities remains incomplete. In particular, air connectivity between the Thailand and Indonesia areas of the subregion needs to be strengthened; the proposed roll-on/roll-off (RORO) link between Melaka and Dumai needs to be completed; overly restrictive and cumbersome approval requirements for small air charter operations between the secondary international airports of the subregion need to be modified; and a proactive approach to air and sea route development taken. 2.3 Market Demand and Supply As shown in Table 1, in 2015 it is estimated that the subregion attracted around 27.9 million international tourist guests in accommodation establishments, staying an average of 3 to 5 days (median of 4 days), with median spending of $97.50 per day; and 44.3 million domestic tourist guests in accommodation establishments, staying an average of 2 to 3 days (median of 2.5 days), and median spending of $40 per day. Table 1. Comparison of Current vs Forecasted Tourism Arrivals in Accommodations (in millions) Year 2015 Year 2021 % Growth p.a. to 2021 Country Foreign Domestic Foreign Domestic Foreign Domestic Indonesia Malaysia Thailand Total Source: Based on IMT-GT Country Data with trend line forecasts to While domestic tourism is more evenly distributed within each area of the subregion, more than 70% of total international tourism is concentrated in seven destinations, namely Phuket and Krabi in Thailand; Penang, Langkawi, Selangor and Melaka in Malaysia; and Batam and Bintan in the Riau Islands in Indonesia. Finding ways to better distribute the income and employment generated by tourism in the subregion would help to achieve the inclusiveness objective of cooperation in tourism. Supporting tourism flow are 9,696 registered hotel establishments (mostly in the 2- to 3-star category) with a capacity of 425,792 rooms, of which 98,386 rooms were in Sumatra, Indonesia; 126,832 rooms in Peninsular Malaysia; and 200,574 rooms in Southern Thailand. 1 Data on employment per establishment and room for Indonesia and Thailand indicate that the subregion s hotel sector employs around 511,000 people. It is noted that there is 1 Source: National Tourism Office Data on hotel establishments and room capacity.

13 4 IMT-GT Tourism Strategic Framework and Action Plan considerable variation in facility and service standards for similar facilities such as 3-star hotels within and between the areas of the subregion, and in hospitality staff skill levels, particularly in the key areas of food and beverage preparation and food and beverage service. Discussions with industry operators indicate that the quality of trained entry-level staff varies considerably, and that substantial investment is required to complete their training in-house; and that although most operators are aware of the need to adopt green standards in operation, few have implemented these. In addition to the accommodation establishments, there is also a large number of tourist transportation, tour operation, and guide services. State and provincial consultations and observation indicate that there is no common standard for these services within and between the three IMT-GT areas. Addressing these constraints will be essential to achieving sustainable, inclusive and competitive tourism in the subregion Key growth markets for the subregion are: the more affluent cities of the IMT-GT countries themselves and Singapore, where there is interest in short break vacations (2 to 3 days) in: resorts and cities offering entertainment, restaurants and shopping; heritage sightseeing tours; opportunities for visiting friends and relatives; ecotourism adventures; cruises; health, wellness and medical treatment; meetings and events; and marine tourism; the regional markets of East Asia, notably the People s Republic of China, India in South Asia, and Australia in Oceania, where there is interest in longer one- or two-country experiences (5 to 7 days) focused on resort stays; sightseeing; marine activities; cruises; eco-tourism adventure; and visiting friends and relatives; and the long-haul markets of Europe, the Middle East and the Americas, interested in multi-country resort stays; nature and cultural sightseeing; marine activities; cruises; eco-tourism adventure; health, wellness and medical treatment; attending meetings and events; and visiting friends and relatives. 2.4 Product Lineup The current lineup of tourism products in the three country areas of the subregion is focused primarily on single country-based island, coastal and city resort experiences supported by day sightseeing trips, traditional nature and culture sightseeing, and limited ecotourism adventure, marine, cruise and medical tourism products. Moreover, two- and three-country cross-border tourism products are as yet quite limited. More attention needs to be given to diversifying the product offerings and creating greater product complementation between the countries, including: new, more interactive heritage-based sightseeing products; expanded health, wellness and medical tourism products; marine tourism products, particularly sailing, yachting, and marine sports; regular and specialized pocket cruise tourism; adventure and ecotourism in mountains and forests; and events tourism based on festivals, competitions, conferences and exhibitions linked to the natural and cultural heritage of the subregion. Surveys among international tour operators working in the regional markets outside the IMT-GT countries, and those working in long haul markets, indicate that the IMT-GT

14 Overview of the IMT-GT Tourism Sector 5 subregion has little, if any, recognition as a single destination, and is more likely to be associated with Southeast Asia. Developing a stronger level of market awareness of the subregion as a single destination within the ASEAN destination marketing framework will be essential in working towards the goal of sustainable, inclusive, and competitive tourism. 2.5 Institutional Framework The institutional arrangements for the planning, development and promotion of tourism are quite well worked out within each area of the subregion, but are quite limited at the subregional level. Based on observations and consultations with provincial/state destination management organizations (DMOs), key concerns were: frequent staff turnover; limited budgets and low priority for subregional cooperation; lack of skills in key areas such as tourism demand and supply data collection, research, tourism policy, planning, and promotion; collaborating with other agencies on the environment, sanitation, infrastructure, safety and security; and limited collaboration with the private sector. There is considerable variation in DMO capability between the three areas of the subregion across the range of DMO skills. Raising current skill levels and collaboration practices benchmarked to best practice cases would help to achieve a more coordinated approach to subregional cooperation in tourism. With recovery in the overall economic situation, it is likely that international and domestic tourism growth will average between 5% and 8% per annum through to Key Issues for Subregional Cooperation in Tourism The main strengths, weaknesses, opportunities and threats for subregional cooperation to achieve a sustainable, inclusive and competitive pattern of tourism are summarized in Table 2. A review and evaluation of the subregion s tourism sector and its prospects, given its competitive strengths, weaknesses, opportunities and threats, suggest that developing a more sustainable, inclusive and competitive tourism in the subregion needs to address the following issues: the absence of a strategic framework to inform and guide cooperation in the tourism sector as well as the related absence of a coherent cross-border spatial framework for cooperation in tourism; a limited range of new products outside the usual island, coastal and city resort and sightseeing offerings, and the need to diversify this range if the subregion is to attract longer-staying and higher-spending markets; incomplete transport connectivity between key areas of the subregion, notably between Sumatra, Indonesia and major tourism centers in Southern Thailand, and lack of RORO connections between Malaysia and Indonesia; limited market awareness of the subregion as a single destination;

15 6 IMT-GT Tourism Strategic Framework and Action Plan Table 2. Key Tourism Sector Strengths, Weaknesses, Opportunities and Threats Key Weaknesses: Significant imbalances in distribution of tourism. Incomplete inter-imt-gt connectivity. Narrow product line, lack of market awareness, and lack of a marketing strategy to generate awareness. Limited participation by provincial/state and local governments, the private sector and local communities. Inconsistent standards for facilities, tourism human resource services, and safety and security. Cumbersome and uncoordinated transportation and cross-border access regulatory policies. Inadequate destination infrastructure outside the main tourist destinations and cities. Absence of a strategic framework to guide tourism cooperation initiatives. Key Opportunities: Tap the large international and domestic markets in the three IMT-GT countries. Complete subregional air and sea connectivity. Facilitate cross-border movements, enhance human resources, and adopt common standards under the ASEAN and IMT-GT cooperation frameworks. Integrate tourism with agriculture, trade and investment, and halal products and services. Provide a coherent spatial framework for positioning the subregion as a single destination in ASEAN. Move to a more evenly distributed, inclusive, diversified and high-yield pattern of tourism, emphasizing quality. Ensure that key threats are mitigated through adoption of appropriate design and safety standards, cessation of rainforest clearing and burning, and adopting smartsecurity systems. Prepare long-term strategic framework and rolling five-year action plans to guide cooperation. Key Strengths: Globally attractive tourism resources and destinations, with large, well-established markets and ample capacity for expansion. Well-developed linkages to national, regional and global markets. Large, young, increasingly well-educated HR base. Presence of a strong and vibrant private sector. Supporting IMT-GT and ASEAN Economic Community framework, and agreements. Supporting national, provincial, and state governments. Key Threats: Lack of compliance with environmental controls and protection of natural and cultural heritage, resulting in loss of rainforest and rainforest biodiversity. Annual smoke haze due to inability to reign in rainforest clearing and burning. Natural disasters: volcanic eruptions, earthquakes, and tsunamis; climate change-induced storm surges and flooding; and insect-borne diseases such as malaria and dengue. Political instability and terrorism. Regional geopolitical conflict. Source: The SWOT was prepared by ADB consultant Ludwig Rieder.

16 Overview of the IMT-GT Tourism Sector 7 weak tourism human resource capacities in the destination management organizations in provinces and states, in tour operation, hospitality and guiding skills, and in skills for local communities to engage more effectively in the tourism supply chain; inconsistent facility quality and poor service standards in the tourist facilities and services outside the major resort and city destinations and for branded hotel and resort properties; unsustainable forest clearing and burning, and cross-border tourism projects; and growing safety and security risks for tourists. These issues will need to be at the core of the cooperation agenda in the implementation blueprint for and beyond. In particular, a coherent spatial framework is essential to the sustainable, inclusive, and competitive development of subregional tourism. 2.7 Potential Cross-Border Thematic Circuits and Routes A logical spatial framework for developing cross-border tourism is essential, in order to guide IMT-GT working groups and key stakeholders in designing interventions for addressing strategic issues. Since the appropriate spatial framework for subregional cooperation in tourism is cross-border tourism, this framework would comprise thematic cross-border circuits and routes, and their destinations, attractions and products. The selection of appropriate thematic cross-border circuits and routes should be based on the following criteria: already connected, or easy to connect to air, road, and sea gateways in the subregion; clusters of diverse activity themes in and around the gateways, such as adventure; sightseeing; medical health and wellness; meetings, incentives, conferences, and events (MICE); cruises; marine sports such as yachting, scuba, snorkeling, free diving and surfing; and leisure resort experiences; sufficient environmental, social and economic capacity, and capacity to manage and mitigate adverse impacts; complementarity of tourism resources, facilities and services in the main destination centers that can be packaged under single themes; and strong market and private sector interest. Based on a consideration of these factors, and subject to validation by market research, three thematic circuits are proposed: a marine circuit, a heritage circuit, and an ecotourism and adventure circuit. Marine Circuit connecting the main tourism centers of Phuket-Krabi-Langkawi-Penang- Sabang-Phuket. This circuit would connect destinations in the vicinity of the main centers such as the marine national parks of Ko Tarutao Marine National Park ASEAN Heritage Park in Satun, the Ao Phang-Nga Marine National Park and Similan Marine National Park in Phang Nga Province and related centers, as well as the islands surrounding Phuket, Krabi,

17 8 IMT-GT Tourism Strategic Framework and Action Plan Langkawi, and Aceh. Potential existing and new product/activities that can be promoted in this circuit are: cruises (main and smaller, specialized pocket cruises); yacht sailing and island-hopping circuits and routes; marine sports such as diving, surfing (wave, wind and kiteboarding), sailing, marine life encounters; and experiencing the culture of traditional fisher folk communities. These could be packaged as one-, two- or three-country programs depending upon the length of stay of the target visitor. The circuit could be highlighted by promoting existing and new events such as marine festivals, yacht regattas, surfing competitions, deep diving competitions, and the hosting of national and international marine conferences and exhibitions, etc. Cultural Heritage Circuit connecting Southern Thailand with the Malaysian Peninsula, and across to Indonesia by air or sea in the vicinity of Melaka. This three-country circuit would connect destinations in Songkhla, Pattani, and Nakhon Si Thammarat in Southern Thailand with Kedah, Perak, Penang, and Melaka down the Utara Corridor, or via Kelantan to Mersing and Melaka down the East Coast Economic Corridor, and Medan, Pekanbaru, Jambi, and Palembang, Samudera, among others in Sumatra, Indonesia. Potential existing and new product/activities that can be promoted in this route are: participating in traditional cultural events, music and cultural festivals; exploring pre-historic and ancient historic sites such as the UNESCO-listed Archeological Heritage Site of the Lenggong Valley and the Srivijay monuments and relicts and volunteering at archaeological site digs; experiencing local culture through home stays; shopping for art and crafts, and appreciating the cuisine of the subregion; and following in the route of famous historic figures such as Zheng He and revered Monk Luang Pu Tuad, visiting the old Malay, Chinese, Arab trader and colonial towns and ports, and experiencing the Islamic heritage of the subregion. A well-researched proposal for the development of a Livable Old Towns cross-border circuit/routes has already been prepared by Thailand, and is ready for implementation. The heritage circuit could be highlighted by promoting existing and new events such as music and cultural festivals (cuisine, art and craft, dance, etc.), hosting international conferences and exhibitions on culture, and creating iconic museums. Ecotourism Adventure Circuit based on exploring and experiencing the oldest forest flora and fauna on earth by connecting the major national parks and forests of Indonesia (such as the iconic UNESCO-listed Tropical Rainforest Heritage of Sumatra ), with the major national parks and forests in Malaysia such as Belum-Temengor Forest Complex and Ulu Muda Forest Reserve, both well within reach of Thailand s national parks and forests, as well as Taman Negara Pahang National Park, and the UNESCO-listed Langkawi Geopark; and the national parks and forests of Thailand such as Ko Tarutao Marine National Park,an ASEAN Heritage Park in Satun, Nam Tok Than To Forest Park, Banglang National Park, Si-Po Waterfall National Park and Khao Luang National Park, among others. Potential existing and new product/activities include:

18 Overview of the IMT-GT Tourism Sector 9 Trekking, mountain biking, and climbing above and caving below adventures in protected areas such as national parks, forests and geo-parks; River and sea kayaking, tubing, and rafting; One-, two- and three-country short and extended bicycle tours; immersion in forest and coastal communities based on home stays, camping and ecolodges; and wildlife encounters and conservation volunteering. The circuit could be highlighted by creating a transnational park system recognized by ASEAN and international conservation organizations such as Conservation International (CI) and the World Wildlife Fund (WWF); creating trans-border national parks and forests between Malaysia and Thailand for joint management; promoting existing and new events and festivals related to conservation, forest and marine themes; and hosting international conferences and exhibitions in the main centers near the parks. The above spatial framework of thematic circuits and routes provides a platform for addressing connectivity, product development, market awareness, quality, human resources development, community participation, project sustainability, and safety and security issues arising from the analysis of strengths, weaknesses, opportunities and threats.

19 10 3Foreword IMT-GT Tourism Strategic Framework 3.1 Rationale and Strategic Goals for Cooperation in Tourism The overall rationale for cooperation in tourism among the countries of the subregion rests on the premise that the tourism sector is one of the few sectors of the subregional economy with the capacity for sustainable and inclusive development; and is why it has been selected as one of the three drivers of economic growth. In this context the IMT-GT Vision 2036 goal for tourism is: Sustainable, Inclusive and Competitive Cross-Border Tourism. The strategies for achieving this goal are to: diversify and enhance the IMT-GT tourism destinations and products; improve inter- and intra-imt-gt area connectivity and travel facilitation; intensify marketing of the subregion as a single destination; undertake capacity building and human resources development; raising the quality of the subregion s tourist destinations, facilities and services; developing sustainable, inclusive and competitive tourism circuits/routes and their destinations and products; and ensuring the safety and security of tourists. Given the proposed cross-border thematic circuits/routes framework, the IB should prioritize putting in place the enabling framework for sustainable, inclusive and competitive thematic cross border tourism by: building the necessary platform for greater subregional interconnectivity and facilitation of thematic cross-border travel; building the necessary platform for sustainability, inclusiveness and competitiveness in the thematic cross-border circuits; and promoting the subregion as a single destination offering a diverse set of highly attractive cross-border thematic circuits/routes products, to the IMT-GT national, ASEAN regional, and long haul markets. 3.2 Strategic Directions and Programs for In the context of the Vision 2036 goal for the tourism sector: Sustainable, Inclusive and Competitive Cross-Border Tourism, the tourism initiatives under the vision of IB can be logically clustered into three strategic directions: 10

20 IMT-GT Tourism Strategic Framework 11 Improving connectivity between strategic areas of the subregion to support the development and packaging of selected thematic cross-border tourism circuit development; Enhancing the sustainability, inclusiveness and competitiveness of selected thematic cross-border circuits; and Providing the platform for marketing the subregion as a single destination based on developing, packaging, and promoting selected thematic cross-border circuits/ routes and destinations. The main programs for undertaking these strategic objectives for IB are set out below Building Interconnectivity To build the necessary platform for interconnectivity and competitiveness, consideration should be given to undertaking the following strategic interconnectivity and travel facilitation projects: (a) the Phuket to Sabang air and sea route in the IMT-GT Ranong-Phuket- Aceh Economic Corridor and related air and seaport; customs, immigration, quarantine, and security (CIQS); and cruise and marine center improvements and development; (b) the Melaka to Dumai RORO route in the Dumai-Melaka Economic Corridor, requiring the development of a RORO facility on the Melaka side, together with related CIQS facilities and services; (c) move to facilitate small air charter operations between the international rated airports of the subregion to initiate interconnectivity for small groups travelling for medical, adventure, and nature and culture sightseeing activities, by removing unnecessary restrictions, simplifying application procedures and practices, and reducing application processing times to make it feasible for tour operators and carriers to work out specialized programs and packages; (d) further explore the development of new air routes and, where necessary, infrastructure improvements and CIQS facilities between Langkawi, Phuket, Hat Yai, Songkhla, Medan, Bintan, Pekanbaru, Batam, Jambi, Palembang, Bukkittingi, Padang and Bengkulu, and to major destination airports at Silangit near Lake Toba, Gunung Sitoli on Pulao Nias, and Sinabang on Pulau Simeulue; (e) prioritize the completion of the Tebingtinggi-Kuala Tanjung and Tebingtinggi- Parapat Toll Route on the trans-sumatra Economic Corridor; and (f ) strengthening strategic destination ICT infrastructure, and e-tourism by increasing the number of fast WIFI spots, installation of sensors to improve tourist security and emergency response at key points, and number of mobile applications to facilitate visitor activities. Taken together, these will open up new one-, two- and three-country cross-border thematic circuits/routes and related product development opportunities based on one or more combinations of resort, marine, cultural heritage, ecotourism, adventure, cruise, MICE, health and wellness and medical tourism activities.

21 12 IMT-GT Tourism Strategic Framework and Action Plan Building Sustainability, Competiveness and Inclusiveness Increasing the competitiveness, as well as the sustainability and inclusiveness of the subregion s tourism destinations, facilities and services in selected cross-border thematic circuits and routes by: adopting and implementing in these destinations the ASEAN Tourism Standards for green hotels, food and beverage services, public restrooms, home stays, ecotourism, heritage tourism, and community-based tourism; developing and implementing a new standard for halal destinations with possible adoption as an ASEAN standard; adopting and implementing the ASEAN Tourism Competency and Curriculum Standards program under a mutual recognition agreement (MRA); developing and implementing a specialized capacity building program for enhancing: sustainable and inclusive tourism planning, development, marketing, and destination management (including safety and security) capabilities of local, provincial/state, regional and national government destination management organizations and officials; the capacities of local communities to participate directly and indirectly in the tourism supply chain at the local, provincial/state, regional, national and international levels; and hospitality and service skills of existing tourism enterprise personnel; and harmonizing the collection and analysis of tourism statistics within the destinations of the selected cross-border thematic circuits and routes. These initiatives will help to raise the sustainability of tourist facility development and operation in the thematic cross-border circuits and routes; increase the competitiveness of their tourist facilities and services; enhance the capacity of provincial and state DMOs to manage the development of sustainable, inclusive and competitive tourism in their areas; and enhance the capacity of local communities to engage in the tourism supply chain Positioning the Subregion as a Single Destination To market the subregion as a single destination based on developing, packaging, and promoting selected thematic cross-border circuits/routes and destinations, priority will need to be given to: Preparing an overall marketing strategy to 2021 and a two-year rolling marketing action plan and program in line with that of the ASEAN Tourism Strategic Plan. This plan should include: market research by the IMT-GT countries among tour operators and carriers in key markets 2 to test thematic cross-border circuit proposals such as the Livable Old Towns or geo-park adventures, competing products, market product/activity preferences, length of stay and competitive pricing points, and likely level of visitors in the future; in light of the results of the market research, preparation of a market positioning and branding strategy for the subregion s thematic cross-border circuits and their 2 Key markets include the IMT-GT countries, other ASEAN countries, other Asia and Pacific countries, and long haul markets in the Middle East, Europe and the Americas.

22 IMT-GT Tourism Strategic Framework 13 destinations and products under a single destination concept, including a monitoring and evaluation system and possible incorporation into the ASEAN Tourism Marketing Strategy and Action Plan; and proposed implementing arrangements for the financing, coordination, supervision, and monitoring and evaluation aspects of the plan. Subject to market research confirmation of proposed thematic cross-border circuits, improving, diversifying and packaging the selected circuits by expanding and enhancing clusters of attractions around the key gateways/destinations; and including projects to link surrounding communities to the tourism supply chain of the cluster and related circuit/s. This will require a study that would: identify the target destinations within the selected thematic circuits, their cluster of existing destinations, and opportunities for diversifying and enhancing their offered attractions; assess the structure and value of the existing tourism supply chain in the target destinations and identify areas of supply where local communities and local producers could participate; identify community issues and concerns in relation to tourism and the ways they may engage in it; and design a tourism supply chain community participation program setting out: the type and scale of participation; awareness and capacity building needs; credit and mentoring support program; and a monitoring and evaluation framework. An example of this is already available in the Thailand proposal for the Livable Old Towns circuit or route and again in the MICE and medical tourism value chain. 3 Here there are opportunities to connect local communities to the transportation, organic food production, art and craft production, and facility operations and procedures, as well as nature and culture sightseeing activity components of the supply chain at the destination. Based on achievements and lessons learned from IB , the subsequent IBs would focus on completing what remains to be done, or adjusting the strategic approach, and expanding the number of thematic circuit/route offerings. 3.3 Key Results Indicators In the context of the IMT-GT Vision 2036 tourism component, and the proposed scope, goal, objectives, and strategies that could be pursued in IMT-GT IB , some reasonable targets for 2021 are set out below: 1. Growth and dispersion of international tourism receipts, as indicated by: 1.1 Number of international tourist arrivals in accommodation establishments increases by 6.6% annually. 3 This includes: foreign visitors in need of healthcare à hospital agent or internet à medical facilitator à airport pickup, transport, patient admittance à planned hospital procedure, accommodation and services à hospital care management, intervention, operation à tourism package while recovering à transport and airport drop à post medical treatment at home base

23 14 IMT-GT Tourism Strategic Framework and Action Plan Secondary destinations share of international tourist arrivals in accommodation establishments increases from 20% to 27% (+7%). 1.3 Average length of stay of international tourist arrivals increases from 4 to 4.25 days. 1.4 International tourist expenditure per day (based on Thailand data) increases by $5 to $105 at 2015 prices. 2. Increase employment in the tourism sector as indicated by: 2.1 Incremental jobs sustained annually in the accommodation subsector increases by 151,700 jobs to 662, IMT-GT is more environmentally, socially and economically responsible as indicated by: 3.1 Fifty percent of hotels, tour operations, and destinations are certified as sustainable (from zero). 3.2 Local suppliers of goods and services to hotels increase from an estimated 30% to 50%. It should be noted that given that the IB will be mostly about building the platform for interconnectivity, competitiveness, sustainability and inclusive development, even with a substantially ramped-up single destination promotion program, the overall volume, length of stay and expenditure results could not be expected to increase that significantly over what they are today. While some modest increases in the volume, length of stay and expenditure, have been set by 2021, more important is the distribution of this expenditure away from the seven major destinations. Given the huge size of the employment generated in the subregion, every 1% shift in the share of tourism between the seven top destinations and the rest could have a significant impact on the distribution of employment and entrepreneurial opportunities outside the top seven provincial/state destinations.

24 4 Foreword 15 Action Plan Road Map for Implementation Based on the suggested activities identified in the three core strategic programs, the action plan comprises four core projects and related subprojects and activities: A project to improve tourism air and sea interconnectivity, information and communication technology (ICT) connectivity, and travel facilitation in the IMT-GT subregion based on implementing four subprojects: infrastructure and regulatory initiatives to enable small air charter and scheduled services between Sabang and Phuket and other points in Thailand, and Langkawi and Penang in Malaysia, and completing plans to develop a RORO service between Melaka and Dumai; simplifying air charter approval requirements to enable small IMT-GT air charter operators to operate services between the international airports of the subregion and creating a third-level IMT-GT international airport designation at strategic domestic airports, based on provision of mobile CIQS facilities; participating in regional airline route conferences and hosting an annual IMT-GT route conference; and designing and implementing projects to improve ICT connectivity within the priority destinations in the thematic cross-border circuits and routes of the subregion. A project designed to raise the competitiveness, sustainability and inclusiveness of the tourism sector in selected thematic cross-border circuits/routes based on implementing four subprojects: adopting the ASEAN Tourism Standards and developing and implementing a new Halal Destination Standard; Adopting and implementing the ASEAN Competency and Curriculum Standards; Undertaking tourism human resource destination capacity-building among provincial and state DMO officials, hospitality and tourism workers, and local communities; and Harmonizing the collection, analysis, and reporting of tourism demand and supply statistics. A project to formulate the IMT-GT Marketing Strategy and Two-Year Action Plan involving implementation of three subprojects: undertaking market research to inform the selection of thematic cross-border circuits/routes and related product development and marketing strategy; 15

25 16 IMT-GT Tourism Strategic Framework and Action Plan preparation of the related marketing strategy and action plan; and based on the market research, selecting initially one thematic cross-border thematic circuit/route for development, packaging and marketing involving: the provision of well-developed and diverse clusters of attractions and activities in the vicinity of the main air and sea gateway destinations in each area of the selected thematic cross-border circuit/route; and undertaking interventions in the vicinity of the cluster of attractions and activities in the main air and sea gateway destination of the selected thematic circuit to increase local community participation in the tourism supply chain in these areas. Table 3 summarizes the essential features of the projects in terms of their titles, expected benefits, description, timing, budget where available, and organizations responsible for implementation. 4.2 Knowledge Dissemination Plan This component seeks to obtain buy-in to the IMT-GT Strategic Framework and Action Plan from key stakeholders, notably provincial/state governors, local governments, DMO officials, the tourism industry, training institutions and academics by informing them about the IMT- GT Tourism Strategic Framework and Action Plan. The plan involves: Preparation of knowledge products on the IMT-GT Tourism Strategic Framework and Action Plan, including: Internet-based products for inclusion in social media sites and blogs, design of a page for the IMT-GT web site, etc. Production of brochures, maps and other printed documents Production of PowerPoint presentations for conferences and seminars Production of a three-minute video Distribution of the knowledge products through: Social media sites and blogs The IMT-GT website Electronic media products such as Discovery and National Geographic documentaries, and current affairs shows Seminars, workshops and other meetings Direct mail Establishment of a knowledge dissemination institutional structure in the IMT-GT Secretariat to sustain implementation of the knowledge dissemination program, and to monitor and evaluate results. The plan should be implemented once the IMT-GT Tourism Strategic Framework and Action Plan have been agreed upon.

26 Action Plan Table 3. Summary of Projects for the Imt-Gt Tourism Strategic Framework and Action Plan Revised Strategy and Action Plan Elements Description Timing Budgets Responsible Organizations Outcome 1: Increase in cross-border receipts 1.1 Improving connectivity to support development of thematic cross-border tourism circuits and routes 1.1 Sabang Airport/Seaport & Melaka RORO Port Developments. Expected benefits: Open up new marine, cruise, heritage, and ecotourism adventure circuit products and opportunities, and promote destination product diversity Increase intraregional tourism volumes, length of stay, and expenditure Better balance in the share of tourism among the countries and spread the benefits of tourism more widely more inclusive The main activities include: Preparing a position paper for presentation to the Working Group on Transportation and ICT seeking its support for taking up both projects Assessing the infrastructure needs and deficiencies and CIQS software requirements to upgrade the existing airport and seaport for subregional international passenger operations in Sabang and Melaka Preparing design, feasibility evaluations, financing plans, operations and maintenance and project implementing arrangements for each infrastructure package Preparing contracts for procuring design and construction supervision services to implement the packages Project component implementation and commissioning Monitoring and evaluation Q3 Q Q1 Q Q42018 Q Q Q Q Q Bi-annually None Preparatory Technical Studies $250,000 $500,000 $800,000 To be advised None Required WGT Lead Country Working Group on Transportation and ICT as well as country transportation organizations. As above As above As above WGT Lead Country 1.2 Facilitating air charter approval requirements. Expected benefits: Increase interconnectivity to less accessible destinations Higher length of stay and expenditure Greater inclusivity The main activities include: Preparing a position paper setting out the case for speeding up and extending the approval period for charter operations by certified smaller IMT-GT air carriers Holding one or more subregional meetings to discuss and agree on a uniform system for fast processing of air charter operations Implementation by the countries in their respective civil aviation authorities Monitoring and evaluation of the provision of the services Q3 Q Q Q Q Q Q Q None as would be Working Group on Tourism Working Group on Transportation and ICT Country civil aviation regulatory organizations. Working Group on Tourism 1.3 Facilitating airline route development. Expected benefits: Increase inter- and intra-air and sea connectivity Increase length of stay and expenditure Greater inclusivity The main activities include: In partnership with the provinces and states, preparing a route development strategy and an annual route development program based on the selected thematic cross-border circuits/routes Organizing an annual route conference with carriers, including those from outside the IMT-GT area serving other regional and long-haul markets Monitoring and evaluation of route development and adjustments to the route development strategy and action plan as required. Q1 Q Q3 2019, Q3 2020, and Q Semi-annually No Cost $25,000 p.a. No cost Working Group on Tourism Lead Country Working Group on Tourism on a convergence basis with Working Group on Transportation and ICT Working Group on Tourism Lead Country continued on next page

27 18 IMT-GT Tourism Strategic Framework and Action Plan Table 3 continued Revised Strategy and Action Plan Elements Description Timing Budgets Responsible Organizations 1.4 Facilitating destination ICT. The main activities include: Identifying the main destinations in the thematic circuits and routes where priority should be given to improving ICT infrastructure Preparing a position paper setting out the destinations for discussion with the Transport and ICT Working Group to determine an action plan Implementation of the plan Monitoring and evaluation of progress Q Q Q Q Semi annually No Cost No Cost To be determined No Cost Working Group on Tourism Working Group on Tourism Transport and ICT Working Group Working Group on Tourism Outcome 2: Increase in employment in cross-border circuits or routes 2.1 Enhance the sustainability, inclusiveness, and competitiveness of the subregion as a single destination focusing on selected thematic cross-border circuits 2.1 Implementing ASEAN Tourism Standards and developing and implementing new Halal Destination Standards Expected benefits: Tourism facilities and services more sustainable and competitive Tourism human resource competencies are more competitive Increased market penetration of Islamic tourism segments The main activities include: Holding consultations and discussions with the related IMT-GT and ASEAN Working Groups and country agencies to ascertain key issues and concerns, required policy and regulatory reforms, and approach to implementing the ASEAN Standards; Preparing a draft of the Halal Destination Standards and undertaking consultations among the stakeholders to agree the Halal Destination Standards; Preparing and agreeing among the stakeholders a program with timelines for the implementation of the existing ASEAN Tourism Standards, and the new Halal Destination Standards; and Implementing and monitoring and evaluating the program. Q3 Q Q1 Q Q3 Q Q Q No Cost No Cost $25,000 $150,000 in seed funding over 3 years WGT working with ASEAN Tourism Working Group and related national government organizations responsible for setting, certifying and regulation of standards, and key private sector stakeholders. 2.2 Tourism human resource destination capacity building Expected benefits: Provincial and state DMO personnel are more effective in their tasks Tourism human resource services are more competitive. Local communities are more engaged in the tourism supply chain The main activities include: Holding consultations with the UniNet partner education and training institutions to sponsor the subregional capacity building program; Undertaking a capacity building and training needs analysis among the target beneficiaries to ascertain the type and scope of capacity building required; Preparing an ongoing capacity building program, institutional arrangement and budget proposal for financing; Arranging financing for the program; and Implementing and monitoring and evaluation the program; Q3 Q Q1 Q Q3 Q Q3 Q Q Q $25,000 for consultations, needs analysis and preparing capacity building programs $150,000 over 3 years WGT in convergence with Working Group on Education and Culture UniNet partners, and provincial/state, industry, and local community stakeholders continued on next page

28 Action Plan Table 3 continued Revised Strategy and Action Plan Elements Description Timing Budgets Responsible Organizations 2.3 Developing a data base on tourism and its impact on supply Expected benefits: Provincial and state DMO personnel are more effective in their tasks Better effective cross-border tourism marketing More reliable indication of change due to specific interventions. The main activities include: Undertaking a review/evaluation of the existing tourism demand and supply statistics data collection, analysis and distribution system and circulating to stakeholders Holding a conference with stakeholders to discuss the tourism statistics deficiencies and needs and to devise a strategy and plan to address these, taking into account ASEAN initiatives in this area; Design a project to implement the plan for enhanced tourism statistics, including related hardware and software requirements and capacity building and training Implement project, monitor and evaluate Q Q Q Q Q No Cost $25,000 $10,000 $50,000 WGT in collaboration with the provinces/states, other IMT-GT WGs, private sector, and community-based organizations. Outcome 3: More environmentally, socially and economically responsible and safe tourism in cross-border circuits or routes 3.1 Marketing the subregion as a single destination based on thematic cross-border circuits/routes and destinations 3.1 Undertaking marketing research to inform the formulation of the marketing strategy and selection of thematic circuits and products Expected benefits: More strategic approach to product development and marketing Improved market impact Greater buy-in by provincial/state DMOs and the private sector The main activities include: Undertaking desk top review of earlier market research studies conducted at the ASEAN, IMT-GT country level, and key outbound markets to establish and profile the subregion s existing and potential markets Conducting Internet survey of global international tour operators, carriers and other travel trade intermediaries such as Trip Advisor and Wego, among others in order to: identify and profile current travel patterns and markets, and determine level of awareness of the subregion as a destination and its competing destinations Identifying and profiling existing and potential markets and travel patterns and trends, and determine level of market recognition of the subregion, and the extent of packaging of subregional cross-border programs Market-testing thematic tourism offerings based on marine, heritage and ecotourism adventure thematic cross-border circuits and routes to identify those that have the strongest appeal Determining the likelihood of having the subregion s cross-border products included in their programs Q2 Q Q3 Q Q3 Q Q3 Q Q3 Q $75,000 or lower cost if done by NTOs WGT NTOs in collaboration with provincial/state DMOs and Joint Business Council (JBC) continued on next page

29 20 IMT-GT Tourism Strategic Framework and Action Plan Table 3 continued Revised Strategy and Action Plan Elements Description Timing Budgets Responsible Organizations 3.2 Preparation and implementation of a marketing strategy and two-year action plan Expected benefits: Highly focused approach to product packaging and promotion The main activities include: a. Based on the result of the market research output, preparing and circulating a marketing strategy and action plan position paper setting out recommendations for: the objectives and targets of the marketing strategy based on the conclusions and recommendations of the market research output; a single destination market segmentation, positioning and branding strategy; the product development strategy based on market verified cross-border circuits and related destinations and products to be developed, packaged and priced, and promoted to the market; the promotion and distribution strategy; a draft of the two-year rolling action plan with detailed budget in line with the ASEAN Tourism Marketing rolling action plan; and recommendations for the proposed implementing arrangements, including the institutional, financing, coordination, supervision, and monitoring and evaluation arrangements. b. Organizing the First IMT-GT Tourism Forum and presenting the draft marketing strategy and action plan to stakeholders to obtain feedback to finalize c. Publishing the plan and circulating this among public and private stakeholders in the subregion, including posting on the IMT-GT, ASEAN and related country websites; and d. Setting up the institutional and ongoing financing arrangements for implementing the marketing action plan Q1 Q Q In Q Q Q No cost if done by NTOs Should be cost neutral based on sponsorships and participation fees $15,000 See a. below WGT in collaboration with provincial/state DMOs and JBC WGT Lead country in collaboration with other country NTOs WGT Lead country in collaboration with other country NTOs 3.3 Initial packaging and promotion program Expected benefits: Stronger market awareness of subregion as a single destination Better spread of tourism benefits. The main activities include: a. Working with the travel industry to package the product offerings b. Implementing the annual promotion program in partnership with the travel industry (carriers, tour operators and accommodation operators) Q Q $150,000 p.a. WGT Lead country in collaboration with other country NTOs continued on next page

30 Action Plan Table 3 continued Revised Strategy and Action Plan Elements Description Timing Budgets Responsible Organizations 3.4 Selecting, designing, and implementing thematic crossborder marine, heritage and ecotourism adventure products. Expected benefits: Increase length of stay and expenditure Better spread of tourism benefits Strengthened local economic linkages. Increased participation by local communities through employment and micro and small business creation Safeguards to manage negative social impacts The main activities include: Selecting at least one cross-border thematic circuit based on market testing the proposed circuits/routes in the market research to be undertaken in above (good candidates include the IMT Liveable Old Towns proposal of Thailand, Indonesia s Zhang He Voyages route and Yacht and Marine Circuit, and Malaysia s proposed Geo-park Adventure Circuit) Identifying required destination improvements, product diversification opportunities, and design of necessary interventions and implementation arrangements Undertaking awareness and capacity building to support greater local community participation Implementing the cross-border thematic circuit/route destination product development interventions Monitoring and evaluation Q Q Q1 Q Q Q Q Q Semi-annually None required None required To be determined To be determined No cost WGT in collaboration with provincial/state DMOs and private sector As above As above As above WGT Lead Country 3.5 Cross-border circuit/route packaging and promotion Expected benefits: More environmentally, socially and economically sustainable pattern of tourism. Increased in volume of multicountry international tourism The main activities include: Working with the travel industry to package the product offerings Implementing the annual promotion program in partnership with the travel industry (carriers, tour operators and accommodation operators) Q1 Q Q3 Q $150,000 p.a. WGT in collaboration with provincial/state DMOs, private sector and community based organizations Source: Based on WTG agreed projects and consultants cost estimates in discussion with IMT-GT countries.

31 22 IMT-GT Tourism Strategic Framework and Action Plan Implementation Approach The overall approach to the implementation of the Tourism Strategic Framework and Action Plan is shown in the following diagram. This indicates that the overall lead for implementation will be the IMT-GT Tourism Ministers to whom the IMT-GT national tourism organizations (NTOs) report on results of the implementation programs. The IMT-GT NTOs will engage in regular dialogue with partners and with Centre for IMT-GT Subregional Cooperation (CIMT). The WGT is responsible to the IMT-NTOs for supervising, monitoring and evaluating progress, and reporting results. Except for subregional marketing activities, all implementation is to be undertaken by project implementation units comprising public and private sector partners at the national/provincial/state/regional level in the IMT-GT countries. The project implementation units are in turn supervised by three project steering committees or task forces: Implementation Arrangements Dialogue Partners Centre for IMT-GT Subregional Cooperation (CIMT) IMT-GT Tourism Ministers IMT-GT NTOs IMT-GT Tourism Working Group Other IMT-GT Working Groups Provincial/State DMOs Industry Partners Community Organizations International IMT-GT Tourism Interconnectivity Steering Committee or Task Force IMT-GT Sustainable and Competitive Inclusive Tourism Steering Committee or Task Force IMT-GT Product Development and Marketing Steering Committee or Task Force Project implementation units at the national and provincial/state/regional level comprising public and private technical representatives CIMT

32 Action Plan Tourism Interconnectivity Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three tourism interconnectivity subprojects. Tourism Sustainability and Competitiveness Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three subprojects to enhance the sustainability, inclusiveness, and competitiveness of the subregion as a single destination. Marketing and Product Development Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three marketing and product development subprojects. The connectivity, the sustainability and competitiveness, and the product development component of the thematic circuits will be implemented by project implementation units in individual IMT-GT country areas, while the marketing project components dealing with market research, formulation and implementation of the marketing strategy will be undertaken at the subregional level by a marketing coordinator based either at the CIMT in Putrajaya or the Malaysian Ministry of Tourism and Culture in Kuala Lumpur. The CIMT would also provide secretariat support to the IMT-GT WGT and the three Steering Committees or Task Forces supervising the implementation of the specific projects at the country level. 4.4 Updating the Strategy and Action Plan To adjust both the Strategy and Action Plan in terms of the strategic framework, target indicators, programs and detailed project activities, it is proposed that: the Tourism Strategic Framework and Action Plan be posted on the IMT-GT website; a suitable project implementation tracking system, similar to that used in the BIMP-EAGA sub-region in South East Asia, be adopted; an annual progress report be prepared by the CIMT; and on the basis of the annual progress report, the WGT conducts a review of the strategic framework and action plan and recommends any changes required to the NTOs for approval.

33 24 Foreword References Asia Pacific Projects, Inc Internet Survey of Global and Regional International Tour Operator s. Manila. Association of Southeast Asian Nations (ASEAN) Secretariat ASEAN Tourism Strategic Plan Jakarta. Association of Southeast Asian Nations (ASEAN) ASEAN Heritage Parks, environment.asean.org (Accessed 28 May 2017) Association of Southeast Asian Nations (ASEAN): Booklet on ASEAN Tourism Standards, ASEAN Secretariat, Jakarta 2010, (see aseantourism.travel.com) (Last accessed 24 March 2017). Badan Pusat Statistic (BPS) Number of Rooms and Beds in Classified and Unclassified Hotels by Province between 2010 and 2016, Indonesia. (see: (Last accessed 20 April 2017). Bank of Thailand Statistics Number of Rooms and Beds in Hotels by Province between 2010 and 2016 in Thailand. See??? (Last accessed 8 November 2017). Budan Pusat Statistik National and Regional Tourism Statistics. See (Last accessed May ). Jakarta Centre for Indonesia-Malaysia-Thailand Subregional Cooperation (CIMT) Indonesia- Malaysia-Thailand Growth Triangle (IMT-GT) Implementation Blueprint Kuala Lumpur. Centre for Indonesia-Malaysia-Thailand Subregional Cooperation (CIMT) Indonesia- Malaysia-Thailand Growth Triangle (IMT-GT) IMT-GT Vision Kuala Lumpur. Centre for Indonesia-Malaysia-Thailand Subregional Cooperation (CIMT) Indonesia- Malaysia-Thailand Growth Triangle (IMT-GT), IMT-GT LEADERS DECLARATION ON THE ADOPTION OF THE IMT-GT VISION Kuala Lumpur. Centre for Indonesia-Malaysia-Thailand Subregional Cooperation (CIMT) Indonesia- Malaysia-Thailand Growth Triangle (IMT-GT) Implementation Blueprint Kuala Lumpur. East Coast Economic Region Development Council (ECERDC). 15 December PowerPoint Presentation on Tourism Planning to ADB ECERCD Office, Kuala Lumpur. Indonesia-Malaysia-Thailand Growth Triangle (IMT-GT) Statistical Figures and Trends, May Centre for Indonesia-Malaysia-Thailand Subregional Cooperation (CIMT), Koridor UTARA Malaysia, Our Strategies in Koridor Utara In (Last accessed 8 November 2017) 24

34 References 25 Kingdom of Thailand Ministry of Tourism and Sports PowerPoint Presentation on the Twenty-year National Tourism Plan to Presented at the 9th IMT-GTWorking Group on Tourism, Langkawi Island, Malaysia August Lonely Planet Guidebook, Indonesia. 2017: See (Last accessed 8 November 2017). Lonely Planet Guidebook, Malaysia See (Last accessed 8 November 2017). Lonely Planet Guidebook, Thailand See (Last accessed 8 November 2017). Ministry of Tourism, Republic of Indonesia PowerPoint Presentation of Tourism Sector Strategic Plan, , Presented at the 9th IMT-GT Working Group on Tourism, Langkawi Island, Malaysia August Ministry of Tourism and Culture PowerPoint Presentation on The Malaysian Tourism Trasnsformation Plan Presented at the 9th IMT-GTWorking Group on Tourism, Langkawi Island, Malaysia August National Planning Development Agency National Long-Term Development Plan (RPJPN) Jakarta. National Planning Development Agency Masterplan for Acceleration and Expansion of Indonesia s Economic Development Jakata. Tourism Authority of Thailand National and Regional Tourism Statistics. In www2.tat. or.th and (Last accessed May ) Tourism Malaysia National and Regional Tourism Statistics, Tourism Malaysia. In and Tourism Malaysia Number of Rooms and Beds by State between 2010 and 2016 in Malaysia. See (Last accessed 20 April 2017). United Nations Organization for Education, Science and Culture (UNESCO) World Heritage Centre - World Heritage List whc.unesco.org/en/list/ (Last accessed 26 May 2017) United Nations World Tourism Organization (UNWTO) Key Outbound Tourism Markets in South-East Asia,( Indonesia, Malaysia, Singapore, Thailand and Viet Nam). Madrid.

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