IN FUTURE CITIES OF THAILAND PROJECT FOR PROMOTING SUSTAINABILITY THE KINGDOM OF THAILAND NATIONAL ECONOMIC AND SOCIAL DEVELOPMENT COUNCIL (NESDC)

PROJECT FOR PROMOTING SUSTAINABILITY IN FUTURE CITIES OF THAILAND

FINAL REPORT OF PHASE 1 (STAGE 1-3) (STAGE 1-3) FINAL REPORT OF PHASE 1 September 2019

September 2019

JAPAN INTERNATIONAL COOPERATION AGENCY (JICA) ALMEC CORPORATION ORIENTAL CONSULTANTS GLOBAL CO., LTD INTERNATIONAL DEVELOPMENT CENTER OF JAPAN INC. EI JR 19-095 THE KINGDOM OF THAILAND NATIONAL ECONOMIC AND SOCIAL DEVELOPMENT COUNCIL (NESDC)

PROJECT FOR PROMOTING SUSTAINABILITY IN FUTURE CITIES OF THAILAND

FINAL REPORT OF PHASE 1 (STAGE 1-3)

September 2019

JAPAN INTERNATIONAL COOPERATION AGENCY (JICA) ALMEC CORPORATION ORIENTAL CONSULTANTS GLOBAL CO., LTD INTERNATIONAL DEVELOPMENT CENTER OF JAPAN INC. 





 

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Part I Sustainable Future City Initiative

1. Overall Framework of Thai Future City Project ...... 1-1 1.1 Background ...... 1-1 1.2 Objectives ...... 1-2 1.3 Stages of Project Implementation ...... 1-2 1.4 Implementation Organization of the TFCP ...... 1-3 1.5 Records of the Project Activities ...... 1-4 2. Analysis on Current Status of Local Cities of Thailand ...... 2-1 2.1 Changes in Socio-economic Development and their Implications to Urban Development and Administration ...... 2-1 2.1.1 Salient Social and Economic Changes ...... 2-1 2.1.2 Implications to Urban Development and Administration ...... 2-14 2.2 National Spatial Structure of Thailand ...... 2-16 2.2.1 Overall Demographic Structure ...... 2-16 2.2.2 Regional Corridor and Transport Network ...... 2-18 2.2.3 Urban System ...... 2-23 2.3 Urban Development Policy Directions by Hierarchy of Cities ...... 2-32 2.3.1 Globally Competitive BMA, BMR, and ESB ...... 2-34 2.3.2 Regional Growth Cities ...... 2-35 2.3.3 Local Urban Centers ...... 2-36 2.4 Environmental Policy toward Sustainable Development ...... 2-38 2.4.1 Historical Changes in Environmental Policy and Strategy ...... 2-38 2.4.2 Environmental Conditions in Thailand ...... 2-40 2.4.3 Environmental Planning Instruments ...... 2-51 2.4.4 Environmental Projects Implemented in Tessabans ...... 2-57 2.5 Decentralization and Local Autonomy in Thailand ...... 2-70 2.5.1 Provincial and Local Administration ...... 2-70 2.5.2 Decentralization Process and Local Autonomy ...... 2-75 2.5.3 Local Autonomy in Urban Planning and Urban Development ...... 2-76 2.6 Institutional Framework of Urban Development Planning in Thailand ...... 2-78 2.6.1 Urban Planning Systems in Thailand ...... 2-78 2.6.2 Local Strategic Development Plan (LSDP) ...... 2-79 2.6.3 Urban Planning and Comprehensive Plan ...... 2-81 2.6.4 Urban and Landscape Design ...... 2-94 2.7 Current Conditions and Problems of Cities in Thailand ...... 2-103 2.7.1 Current Status of Tessabans ...... 2-103 2.7.2 Civil Society in Thailand ...... 2-108 2.7.3 Urban Problems and Issues of Tessabans ...... 2-113 2.7.4 Visions of Tessabans ...... 2-116 2.7.5 Characteristics of Projects by Region ...... 2-119 2.8 Financing and Project Implementation of Tessabans ...... 2-121 2.8.1 Financial Capability of Tessabans ...... 2-121 2.8.2 Project Implementation by Tessabans ...... 2-125 3. Development of SFCI ...... 3-1 3.1 Rationale of and Need for Sustainable Development in Local Cities of Thailand

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...... 3-1 3.1.1 Self-sustaining Economic Competitiveness / Promotion of Centrality of City ...... 3-1 3.1.2 Sustainable Environmental Strategy/ Limited Capabilities of Tessabans ...... 3-2 3.1.3 Attractiveness and Identity of Cities/ Pride of the Local Community...... 3-3 3.1.4 Depopulation, Aging, and Low-fertility Society/ Livable City for All ...... 3-3 3.1.5 Strengthened Initiatives of Tessabans in Development ...... 3-3 3.1.6 Strengthened Peoples’ Participation in Development/ Core of Sense of Ownership ...... 3-4 3.1.7 Linkage between National Government Program and Local Reality ...... 3-4 3.2 Establishment of Sustainable Future City Initiative (SFCI) ...... 3-6 3.2.1 Objectives and Overall Concept of SFCI ...... 3-6 3.2.2 Target Cities of SFCI ...... 3-8 3.2.3 Organizational Structure ...... 3-8 3.2.4 Implementation Framework of SFCI ...... 3-10 3.3 Implementation Program of SFCI Model City Activities (the First Phase of SFCI) ...... 3-18 3.3.1 Purpose of SFCI Model City Projects ...... 3-18 3.3.2 Target Model Cities ...... 3-18 3.3.3 Implementation Process of SFCI Model City Projects ...... 3-18 3.4 SFCI’s Relevance to the NESDP and National Reform Implementation ...... 3-20 3.4.1 SFCI’s Relevance to National Reform ...... 3-20

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Part II Model City Projects

4. Model City Activities ...... 4-1 4.1 Identification of Target Tessabans and Selection of Model Cities ...... 4-1 4.1.1 Overall Steps of Selection of Model Cities ...... 4-1 4.1.2. Selection of Overall Target Tessabans of SFCI ...... 4-1 4.1.3 Longlist of Candidate Model Cities ...... 4-4 4.1.4 Evaluation and Shortlisting of Candidate Cities ...... 4-7 4.1.5 Invitation and Proposal Submissions ...... 4-10 4.1.6 Evaluation of Proposals and Selection of Model Cities ...... 4-14 4.2 Schedule of Model City Activities ...... 4-18 4.3 Formulation of Planning Team (PT) and Project Coordination Committee (PCC) ...... 4-20 4.4 Output of Model City Project ...... 4-23 5. Tessaban Nakhorn Chiang Rai ...... 5-1 5.1 SFC Plan, Program, and Projects ...... 5-1 5.2 Project Implementation Support ...... 5-16 5.3 Pilot Project under JICA’s Financial Support ...... 5-22 5.4 Lessons Learned ...... 5-31 6. Tessaban Nakhorn Khon Kaen ...... 6-1 6.1 SFC Plan, Program, and Projects ...... 6-1 6.2 Project Implementation Support ...... 6-14 6.3 Pilot Project under JICA’s Financial Support ...... 6-34 6.4 Lessons Learned ...... 6-57 7. Tessaban Mueang Krabi ...... 7-1 7.1 SFC Plan, Program, and Projects ...... 7-1 7.2 Project Implementation Support ...... 7-18 7.3 Pilot Project under JICA’s Financial Support ...... 7-36 7.4 Lessons Learned ...... 7-48 8. Tessaban Mueang Nan ...... 8-1 8.1 SFC Plan, Program, and Projects ...... 8-1 8.2 Project Implementation Support ...... 8-15 8.3 Pilot Project under JICA’s Financial Support ...... 8-31 8.4 Lessons Learned ...... 8-55 9. Tessaban Mueang Phanat Nikhom ...... 9-1 9.1 SFC Plan, Program, and Projects ...... 9-1 9.2 Project Implementation Support ...... 9-13 9.3 Pilot Project under JICA’s Financial Support ...... 9-24 9.4 Lessons Learned ...... 9-32 10. Tessaban Nakhorn Phitsanulok ...... 10-1 10.1 SFC Plan, Program, and Projects ...... 10-1 10.2 Project Implementation Support ...... 10-13 10.3 Pilot Project under JICA’s Financial Support ...... 10-29 10.4 Lessons Learned ...... 10-38

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11. Summary and Lessons Learned from the First SFCI Model City Project ...... 11-1 11.1 Evaluation of the Overall Framework of SFCI ...... 11-1 11.1.1 Overall Evaluation of SFCI ...... 11-1 11.1.2 Evaluation of the Planning Process for the SFCI ...... 11-6 11.1.3 Impact on Project Implementation ...... 11-10 11.1.4 Impact on Human Resource Development in the Tessaban ...... 11-11 11.2 Lessons on Urban Development Issues ...... 11-13 11.2.1 Sector Coverage of Strategies for the Model Cities ...... 11-13 11.2.2 Key Urban Development Issues identified in the SFCI ...... 11-15 11.3 Issues to Promote Urban Development in Local Cities of Thailand ...... 11-18 11.3.1 Shortage of Information and Data ...... 11-18 11.3.2 Preparation of Sectoral Plans on Various Issues ...... 11-18 11.3.3 Necessity of Multi-disciplinary or Inter-ministerial Approaches ...... 11-19 11.3.4 Coordination with Regional Universities ...... 11-19 12. Conditions and Issues to be Clarified to Continue SFCI in Thailand...... 12-1 12.1 Endorsement as a Policy Tool ...... 12-1 12.1.1 Expected Output of the SFCI ...... 12-1 12.1.2 Scope of the SFCI ...... 12-1 12.1.3 Target City ...... 12-2 12.2 Administrative Mechanism for the SFCI ...... 12-2 12.3 Budgeting for SFCI ...... 12-3 13. Proposed Framework for the Next SFCI ...... 13-1 13.1 Introduction ...... 13-1 13.2 Administrative Mechanism for SFCI and Stakeholders ...... 13-1 13.2.1 National Level ...... 13-1 13.2.2 Local level ...... 13-3 13.2.3 Provincial Level ...... 13-5 13.2.4 Consultant ...... 13-5 13.3 SFCI Platform ...... 13-6 13.4 Overall Framework and Major Components of SFCI ...... 13-7 13.5 Implementation Schedule ...... 13-10 13.6 Monitoring by Tessaban ...... 13-12 13.6.1 Set-up Monitoring Framework ...... 13-12 13.6.2 Monitor and Check the Progress of SFC Projects ...... 13-12 13.6.3 Update and Revise the SFC Plan and Projects ...... 13-13 13.7 Preliminary Framework for the Second Phase of SFCI toward the Thai SFCI in the Future ...... 13-14

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Appendix 1 Record of Project Implementation

1. Member List of TFCP ...... A1-1-1 2. Summary of Meetings ...... A1-2-1 3. Record of Japan Study Tour ...... A1-3-1 4. Good Practices of Sustainable Urban Development in Japan ...... A1-4-1

Appendix 2 Sustainable Future City Initiative Guideline for SFCI Cities

Introduction ...... A2-1 1. Rationale on Sustainable Development of Local Cities ...... A2-2 2. Sustainable Future City Initiative ...... A2-5 3. SFCI Methodology ...... A2-8 4. SFC Project Implementation Supports ...... A2-34 5. Monitoring by Tessaban ...... A2-37 6. SFCI Platform ...... A2-39 References: List of Format ...... A2-41

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Executive Summary

Part I Sustainable Future City Initiative

1. Profile of Thai Future City Project

Project for Promoting Sustainable in Future Cities of Thailand (Thailand Future City Project, TFCP) commenced in August 2015, in order to promote sustainable urban development in local cities of Thailand. More specifically, TFCP aims to establish a development concept for the Sustainable Future City (SFC) in Thailand and to develop a practical implementation mechanism to realize such a sustainable city concept in Thailand. TFCP comprises three stages, “Policy Research on Future City Development Concept in Thailand” in stage 1, “Preparation of Development Plans and Conduct of Pilot Projects in Model Cities” in stage 2, and “Finalization and Dissemination of Planning and Implementation Guidelines” in stage 3.

The implementation organization of the TFCP is composed of the Joint Coordinating Committee (JCC) and Counterpart Team of National Economic and Social Development Board (NESDB) at national level, tessaban and Planning Team (PT) and Local Consultant Team at tessaban level on Thai Side and JICA, JICA Project Team, and the JICA Advisory Committee on Japan’s side.

2. Key Urban Development Challenges and Rationale of and Needs for Sustainable Development in Local Cities of Thailand

There are some prevailing trends of socio-economic changes in the context of changes of Thai society as a whole such as depopulation and aging of the communities that causes diminishing economic dynamics in the existing urban centers. Urban areas are economically, socially, and physically influenced by such socio-economic changes because such changes have important implications on urban policies.

Moreover, it is important to note that local cities are redefined to become local growth centers in the current 12th National Economic and Social Development Plan (NESDP) that constitutes the first 5-year of 20-year National Strategy. Local cities are expected to be “Livable Cities” for all and to take more proactive roles and functions as development bases for a province or a cluster of provinces.

Given these two aspects, there are seven key implications for sustainable urban development in local cities, which should be well considered both in national urban development initiatives and local government development policies.

- Self-sustaining economic competitiveness / promotion of centrality of city

- Sustainable environmental strategy

- Attractiveness and identity of cities/ pride of the local community

- Depopulation, aging, and low-fertility society/ livable city for all

ES-1 - Strengthened initiatives of tessabans in development

- Strengthened peoples’ participation in development/ core of sense of ownership

- Linkage between national government policy and program and local actual needs.

3. Development of Sustainable Future City Initiative

3.1 Objectives and Overall Concept of SFCI

Sustainable Future City Initiative (SFCI) was proposed as an implementation mechanism to realize sustainable urban development. Overall concept and outstanding features of SFCI are summarized as below.

- National-government-guided and local-government driven development: to strengthen local initiatives to set its own visions and propose the plan and, at the same time, to ensure financial and institutional support of national or provincial government to link with locally- proposed projects.

- People-centered development: to apply participatory approach in the all of the planning process in order to understand actual needs of stakeholders and ensure collaboration of such stakeholders in implementation and operation stage.

- New and Different Approach: including holistic approach to cover economic, social and environmental aspect comprehensively, regional approach to extend municipal administrative boundaries for effective urban management, long-term approach to examine future sustainability of the urban area and collaborative approach to expand scope and scale of planning and ensure its implementation.

- Common Visions of Sustainable Future City: While visions for sustainable future city (SFC) are not homogenous but vary according to the city’s locality, five (5) characteristics that cities should aspire for in preparing their own visions, including (i) self-sustaining competitive, (ii) attractive and distinctive identify, (iii) eco-friendly and resilient, (iv) safe, secured, and inclusive, and (v) civic pride for future generations.

3.2 Target Cities and Organizational Structure

Target cities to participate SFCI are regional growth cities and local urban centers. Since SFCI aims to serve as a policy tool to direct more equitable and sustainable development all over the county, those cities can be centers of their respective regions. Specifically, it includes all of tessaban nakhons and tessaban mueangs. Surrounding tessabans and TAOs should be integrated to consider sustainable development of the integrated urban areas.

3.3 Organizational Structure

Organizational Structure of SFCI is described in the Figure 3.5, including JCC as overall steering committee of SFCI, NESDB as a main secretariat, the selected tessabans to participate SFCI model city projects, and PT meeting to discuss analysis, plan and projects in the SFCI.

ES-2 Joint Coordination Committee

JICA DPT DLA ONEP DEQP PCD JICA Project Team NESDB DIW OTP DLT DEDE TICA NMT

Project Coordination Committee (Provincial Office)

Local Consultant Tessaban Tessaban Tessaban Tessaban

Planning Team Planning Meeting

Private Regional Community Civil Sector Univ. Society

Note: National Economic Social Development Board (NESDB), Department of Public Works and Town and Country Planning (DPT), Department of Local Administration (DLA), Department of Industrial Works (DIW), Office of Transport and Traffic Policy and Planning (OTP), Department of Land Transport (DLT), Office of Natural Resources and Environmental Policy and Planning (ONEP), Department of Environmental Quality Promotion (DEQP), Pollution Control Department (PCD), Department of Alternative Energy Development of Efficiency (DEDE), Thailand International Cooperation Agency (TICA), National Municipal League of Thailand (NMT)

Figure 1 Organization Structure of SFCI

3.4 Overall Framework of SFCI

The SFCI commences with a clear commitment of the national government to achieve a national policy fully aligned with the 12th NESDP. As a policy document, the SFCI Development Guideline has been prepared by NESDB with technical assistance by JICA and approved by the JCC. The SFC Development Guideline provides a strategic framework for their sustainable development, describe key urban development challenges, establish SFCI guiding principles, common visions, SFC implementation framework.

Based on the SFCI Development Guideline, participating tessabans conduct SFCI projects, including research planning and project formulation, and implementation. Project implementation support will be provided by national and provincial organizations and the dispatched Consultant accordingly. Overall framework of SFCI is illustrated in the Figure 1.

ES-3

Figure 2 Overall Framework of SFCI

3.5 SFC Research and Planning

SFC Planning: SFC Plan is a core output of the SFCI. Based on the result of sustainability analysis, the SFC Plan is formulated to identify issues and projects to achieve the SFC vision, of which main concept is to keep sustainability of economy, society and environment of tessaban. The SFC Plan includes vision, strategies, and projects.

ES-4 SFC Plan should be a holistic plan to keep sustainable urban growth in long run. It can cover any sector which is authorized by central and provincial administration as well as those under tessaban or the Local Strategic Development Plan (LSDP). The SFC Plan can also cover the surrounding tessabans and Tambon Administrative Organizations (TAOs) depending on the issues identified in each city, while the Comprehensive Plan covers urban areas in the surrounding tessabans and TAOs (see Figure 2). The SFC Plan can include projects which will be implemented by central and provincial ministries, changwat, PAOs, or surrounding tessabans/TAOs. It is important for the SFC Plan to harmonize with the relevant plans of these agencies and, at the same time, for SFC projects to be included in those relevant plans.

Figure 3 Coverage of SFC Plan

SFC Project Formulation SFC projects are formulated as potential actions to be taken to materialize strategies. Each strategy has several programs and projects. In the SFCI, a list of projects is formulated as action plans for further elaboration, where detail consideration such as engineering design, procurement list etc. is not be included. The action plan identifies, at least but not limited, initial implementation schedule and potential project financial sources of each project from the possible budgeting sources. (see Figure 3).

Figure 4 Image of Action Plans of SFC Projects

ES-5 Participatory Planning Process through Planning Team (PT) Meeting: Participatory planning process, one of the most important features of SFCI, is composed of (i) issues identification “where we are?” at the first step, (ii) vision formulation ”where we want to go?”, (iii) plan formulation “how can we achieve vision?”, and then (iv) project identification. Tessaban and Local Consultant closely work together to prepare each PT meeting. Output of the PT meeting is summarized by tessaban and local consultant in order to proceed to the next step.

Note: PR: public relation of the output of each meeting by tessaban

Figure 5 Participatory Planning Process in the First Phase of SFCI

Ownership of SFC Plan: Since SFCI is implemented along with SFCI Development Guideline authorized by NESDB, core output of SFCI are eventually owned by NESDB as a main secretariat of NESDB. SFC Plans and Projects can be a part of Regional Development Plan of NESDB.

3.6 SFCI Project Implementation Support

Based on the approved SFC plan and projects, tessabans receive implementation support to

ES-6 promote implementation of those projects, including the following;

- Collaboration with National and Provincial-level Authorities: Tessaban or Changwat office are the main actors and are expected to collaborate with relevant government agencies such as provincial office of ministries Provincial Administrative Organizations (PAOs), neighboring tessabans and TAOs. Private sector, universities and communities are also actively coordinated. Tessaban makes MOU with relevant organizations, which are directly related to the formulated projects.

- Technical and Institutional Support by National Departments: Technical and institutional supports are provided by national departments through discussion.

- Project Financial Supports: Potential budget to implement SFC projects under the existing Thai administrative system are summarized as below:

(i) Municipal General budget: Some of SFC projects, particularly for the small ones and short- term ones can be included in the LSDP and implemented directly under municipal general budget.

(ii) Specific subsidy of DLA: Specific subsidy of Department of Local Administration (DLA) is allocated to the specific projects depending on the policy issues. DLA is only one national department to provide direct subsidy to local administrative organizations including tessaban. Once SFCI is identified as a key policy issue, DLA can provide specific subsidy to the selected tessabans.

(iii) Changwat and Changwat Cluster General Budget: Tessabans can apply general budget allocated to changwat and Changwat cluster, which shall be screened and approved through discussion in the regional committee. NESDB is also a member of that committee.

(iv) Function budget: Function budget is budget of each department of line ministries. Each tessaban can coordinate with relevant departments depending on the sector of SFC plans to get budget. However, since budget allocation depends on policy of each ministry, it is difficult to put priority under SFCI.

(v) Fund: There are several funds available for tessabans in Thailand. It includes Regional Urban Development Fund, which was established by WB and operated by Government Saving Bank, National Village and Urban Community Fund. However, Mayor is not willing to take loans.

In addition to the above existing budgeting, there is special budget system to respond to the urgent policy issues as below;

(vi) Special budget: Special budget for local economic development started several years ago. A total amount of THB 100,000 mil was allocated by provincial cluster in 2017 and by region in 2018. Tessaban can submit project application to changwat and Changwat shall approve the projects. NESDB is one of screening committee member.

It is also proposed to set up budgeting system, which is earmarked under SFCI.

(vii) SFCI Matching Fund: This is a proposed funding mechanism for SFCI to ensure stable budgeting for SFC projects. One of the options is that national government provide grant for

ES-7 60-70% of total cost and tessaban pay 30-40% by themselves, which needs further consideration.

Part II SFCI Model City Projects

4. Model City Projects: the First Phase of SFCI

4.1 Purpose of SFCI Model City Projects

In order to examine the implementability of the SFCI on the practical ground as well as the relevance and appropriateness of the SFCI Development Guideline, first phase of SFCI conducted as model city projects including Pilot Projects with financial support of JICA. The main purposes of the model city activities are as follows;

- to examine implementability of the SFCI

- to check the relevance and appropriateness of the SFC Development Guidelines,

- to make leading cities for sustainable urban development of local cities of Thailand, and

- to identify issues on existing administrative systems on urban development that need improvement, such as institutional and budgeting mechanism, if possible.

4.2 Identification of Target Tessabans and Selection of Model Cities

Model Cities for SFCI cover 6 tessabans, in order to cover different types of cities in terms of the following;

- Size of municipality (Tessaban Nakhorn and Tessaban Mueang)

- Four regions (northern, north-eastern, central, and southern region)

- Urban typology in the national development context (regional center, strategic city, urban cluster center, provincial center, others)

- Urban development issues

- Development mechanism

Model Cities for SFCI were selected in several steps. Criteria and selected tessabans at each step are summarized in Table 4.1, of which detail is described in the following chapters.

Table 4.1 Summary of Criteria and Selection Step of Model Cities

The no. of selected Step of Selection Selection Criteria (number) tessabans 1. Overall Target - Tessaban Nakhorn (30) 208 tessabans Tessabans - Tessaban Mueang (178) 2. Target - Regional growth cities (28) 163 tessabans tessabans by - Local urban centers (135) type of tessaban

ES-8 3. Longlist of Qualitative evaluation mainly on the following points, 34 tessabans candidate - Strong leadership and capability for city development model cities - Possibility of replication in other cities - Recommendation from relevant agencies (KPI1), DLA, DEQP2), PCD3), NMT4)) 4. Shortlist of - Socio-economic vitality, including population growth 13 tessabans candidate rate, model cities - Financial Capacity, revenue per capita, share of own revenue - Tessabans’ capacity, including awarding record - Possibilities to discuss key issues of local cities 5. Invitation and - Invitation was sent to the shortlisted 13 cities 9 tessabans proposal - Proposal was submitted by 9 tessabans 6. Final Selection (1) Evaluation of Proposal 6 tessabans Criteria - Understanding on SFCI - readiness to join SFCI (2) Variety of model cities - Regional balance - City typology (3) SFCI dissemination - Possible issues and themes in the common visions - implementation mechanism Note: The number of tessabans are as of 2015. 1) KPI: King Prajadhipok’s Institute, 2) DEQP: Department of Environmental Quality Promotion, 3) PCD: Pollution Control Department, 4) NMT: National Municipal League of Thailand

4.3 Implementation Process of SFCI Model City Projects

SFCI Model City Projects are separated into the following nine (9) steps.

(1) NESDB and JICA Project Team prepare SFCI Guidelines and send invitations to the shortlisted tessabans.

(2) Tessabans submit applications to join SFCI.

(3) NESDB and JICA Project Team select 6 model cities and JCC approves them.

(4) NESDB and JICA Project Team dispatch local consultant teams to support tessabans for SFC Planning

(5) Tessabans formulate PT and develop SFC Plan and identify SFC Projects

(6) Tessabans submit SFC plan and projects to NESDB and JCC for approval.

(7) Tessabans identify pilot project, to be financed by JICA

(8) Tessabans formulate detail plan of priority SFC projects for budget application

(9) Relevant departments are expected to provide budget to implement SFC projects.

ES-9 4.4 Schedule of Model City Activities

Overall Schedule of SFCI Model City project activities are shown in Figure 4.1. After six model cities (Chiang Rai, Phitsanulok, Nan, Khon Kaen, Phanat Nikhom, Krabi) were selected in May 2016 through proposal evaluation, JICA Project Team and Local Consultant team started to visit model cities and commenced model city activities officially at Kick-off Seminar on 5th July 2016.

Figure 6 Implementation Schedule of SFCI Model City Project

4.5 Formulation of Planning Team (PT) and Project Coordination Committee (PCC)

Since one of the important concepts of SFCI is “local-driven approach”, Tessabans need to have strong initiatives to lead SFCI activities. At the same time, multi-sectoral local stakeholders shall be involved from the planning stage to achieve another important concept of SFCI “collaborations”.

As a basis to practice such participatory and collaborative approach, each tessaban and JICA Project Team together with local consultant firstly worked together to identify stakeholders of public, private, academic, and community organizations to cover comprehensive aspects of urban development, including social, economic, environment and urban management. Each tessaban finalized a list of PT, which shall be chaired by each Mayor. Each city has own characteristic of the members depending on its development issues.

ES-10 5. Sustainable Future City Plan of Each Model City

As a result of SFCI, all six model cities formulated their respective SFC Plans and identified SFC Programs as well as a list of SFC Projects. JICA Pilot Project was also selected as a priority project which included preparatory activities and start-up projects. The outputs of the model cities activities are summarized below.

5.1 Tessaban Nakhorn Chiang Rai

SFC Vision and Vision: Chiang Rai, City of Happiness for All Strategies Strategy 1: Infrastructure System Development for Safety in Life and Property Strategy 2: Generation of New Value by the Interaction of All Ages Strategy 3: Development of Health Service for All Ages SFC Program Generation of New Value by the Interaction of All Ages  To provide the opportunities to encounter various people - Sister City Development - Create the places to interact all generations at Doi Saken - Expand IT accessibility  To provide educational opportunities for capacity development - The Third University - Digital education for life-long learning - Promotion of Sufficiency Economy Philosophy JICA Pilot Project The Project for Promoting Interactions among the All Ages through Active Learning  Component 1: Active Learning Courses for Elderly People  Component 2: Camp Program for Students  Component 3: Organic Vegetation Training for Community People  Component 4: Tourism Spot/ Program at Doi Saken Expected output  Active learning can make people develop their skills. of SFC Program  Platform for interactions with all ages, which can make strong communities.  Learnings and interactions can make people have more confidence of local culture, products and identity. Long-term  Expect to upgrade local culture, products, and identity new Chiang Rai values impact of SFC through interactions with all ages Plan  To enhance sustainability of Chiang Rai, in terms of sustained population, tourism promotion.

5.2 Tessaban Nakhorn Khon Kaen

SFC Vision and Vision: Make the City Global, Create a Happy Society” and “Smart City” Strategies Strategy 1: Enhance “Centricity “in Isan Strategy 2: Smart and yet Traditional Urban Renewal Strategy 3: Green and Quality Amenity City Strategy 4 : Beyond car-oriented development Strategy 5: Sustainable Urban Growth with Nature Strategy 6: Design for All Strategy 7: Safe, Secured and Quality Living Environment

ES-11 SFC Program Beyond Car-oriented Development  Transit-oriented Development  Development of high-order transit system along NR 2 as the main transit axis  Extended feeder transit network in a hierarchical manner (smart bus stop with bicycle parking system, para-transit, taxi) JICA Pilot Project Public Transport Promotion Expected output  Higher number of public transport passengers and bicycle users of SFC Program  Reduce barriers of shifting from private to public transport  Improve security of bicycle parking facilities Long-term  The project can promote public transportation multimodal connectivity, impact of SFC accessibility and information facilities and services. It can encourage more Plan people to use public transport and non-motorized transport and reduce traffic issues by shifting behavior from private transport to public transport.

5.3 Tessaban Mueang Krabi

SFC Vision and Vision: To make Krabi City as Art and Culture City with Tourism Strategies Strategy 1: Conservation & promotion of environmental and tourism resources program Strategy 2: Conservation & promotion of cultural and tourism resources Strategy 3: Promotion of Community-based Tourism (CBT) SFC Program Enhancement on Dissemination of Andaman Culture  Improvement of Andaman Cultural Center  Development of Andaman OTOP Shop  Marketing and public relation promotion  Promotion of art activities and cultural learning and teaching  Establishment of local support/volunteers group and their activities  Krabi Art Olympic 2018  National artists exhibition  Development of international art hall  Construction of historical tracing ship JICA Pilot Project The project for improvement on Entrance Area of Andaman Cultural Center, Design and Construction of Local Beverage and Sweets Shop and Marketing and Public Relation Promotion Sub-project 1: Improvement of entrance area of Andaman Cultural Center Sub-project 2: Design and construction of local beverage shop Sub-project 3: Marketing & public relations promotion Expected output  Increase of visitors of Andaman Culture Center through collaboration with of SFC Program the other tourism destinations.  Increase of tourists visiting historical and cultural sites in Krabi Municipality through Community-based Tourism.  Revitalization of agricultural industry and relevant local industry  Increase of employment opportunities.

ES-12 Long-term  Establishment of distinguished cultural tourism hub for people in the tessaban impact of SFC Krabi and neighboring communities as well as domestic and international Plan tourists, which will promote sustainability of Krabi and surrounding area.  Provision of lessons learned for other tourism cities, in terms of coordination between tessaban and regional tourism, community-based tourism, strategic tourism marketing, etc.

5.4 Tessaban Mueang Nan

SFC Vision and Vision: Nan, The Happiness and Living Old Town Strategies Strategy 1: Revitalization of Value of Nan’s Existing Cultures and Traditions Strategy 2: Improve the quality of life in Nan’s style Strategy 3: Improve & Conserve the Quality of Environment  Cross-cutting project of All 3 Strategies SFC Program Experience Nan Live Museum along the Bicycle Route 1) Establishing Bicycle routes or routes for demonstrating Nan’s museum -- Increase attractiveness of routes for HEALTHY NAN 2) Solid Waste Management for Nan for CLEANER NAN (to contribute for beautification of bicycle route) 3) Increase green area for GREENER NAN(to contribute for beautification of bicycle route) JICA Pilot Project  “Experience Nan-the Living Old Town along the bicycle route” cross-cutting project  Component 1 : Long Nan Information Center  Component 2: Lighting for Temples and Archeological Sites Projects  Component 3: Solid Waste Management Expected output  Promote residents and tourists for acknowledging their unique traditions such of SFC Program as architecture, herbs /food, crafts, etc., and way of life.  Improved solid waste management to be suitable for Nan’s lifestyle and contributing the bicycle lane beautification.  Increased green area in their houses, and riverbanks and along the bicycle lane for beautification. Long-term  Value of old towns and Nan’s way is promoted to both tourists and locals. impact of SFC  Improve health & happiness for both tourists and locals by consuming clean Plan & safe food and through exercise by riding bicycle.  Increasing green area and apply proper solid waste management will reduce pollutions and improve environmental quality.

5.5 Tessaban Mueang Phanat Nikhom

SFC Vision and Vision: Livable City Strategies Strategy 1: Strengthen Phanat Nikhom as urban service center Strategy 2: Improve livability in Multi-generation Strategy 3: Utilize local resources for uniqueness as Phanat Nikhom

ES-13 SFC Program Provision of Urban Services for Various Generation and Their Lives in Comfort JICA Pilot Project Project for Introducing Universal Design in Phanat Nikhom  To develop universal design guiles for Phanat Nikhom  To develop of a “long-term strategy” for introducing universal design in Phanat Nikhom and to identify “required projects”  Priority project improvement Expected output  Guideline for universal design including the components of infrastructure, of SFC Program building, facilities/equipment and public awareness  Diagnosis map through workshop/ interview survey and location of the problem  Long-term strategy and project list  Implementation of priority project Long-term  Livable city for all ages can enhance centrality of Phanat Nikhom, which can impact of SFC sustain people in Phanat Nikhom and thus sustainability of Phanat Nikhom. Plan  To provide lessons learned for other cities with aging society, in terms of comprehensive strategies for universal design.

5.6 Tessaban Nakhorn Phitsanulok

SFC Vision and Vision: Central City with nice landscape, Happy People Strategies Strategy 1: Encouragement of next leading business Strategy 2: Improvement of Naa Yuu (sustainability) and Local Pride for All generations Strategy 3: Provision of Infrastructure Utilities for Safety and Sufficient Living Environment SFC Program Preparation for Aged Society  Hardware improvement  Software improvement  People ware development  Database and IT system to serve social welfare and medical service for elderly people JICA Pilot Project The Pilot Zone for Creating Sustainable Ageing Society  Apply universal design concept to design infrastructure and public facilities (hardware)  Care system integration (software)  Capacity development (people ware)  10-year strategic plan Expected output  Improving infrastructure supporting all standards for aged and disabled of SFC Program  The integrated care system can make people get efficient social welfare services Long-term  Contribute to create “livable city for all people” including aged and disabled. impact of SFC It may generate sustainability of society of Phitsanulok in the long-term. Plan  Transfer of the lessons to other similar-scale Tessaban Nakhon and its surrounding Tambons. Source: JICA Project Team

ES-14 5.7 Short-term Actions identified in the SFC Plan

Project Project description Budget (THB) Status Implementing Body Chiang Rai Developing Doi Saken Community Area to be a source of learning and as a new tourism spot: Keeree Chai Yama. Most short-term actions will be conducted under the Tessaban’s budget. The following mid-to-long term actions are being coordinated with relevant departments. Construction of Sky - Footpath development within 15 million Being prepared DLA Subsidy Walk Doi Saken area under FY 2019 budget Water system - 250,000 Being prepared Tessaban budget renovation Electric and light - 105,000 Being prepared Tessaban budget renovation Installation of CCTV - 200,000 Being prepared Tessaban budget system Sign of learning - 450,000 Under Tessaban budget source Procurement process Improve landscape - 500,000 Under Tessaban budget on Doi Saken Procurement process Construction of - 22million Being prepared Northern Regional buildings supporting under FY 2019 Dev. Budget the use of children, budget youth, people and elderly. Camping - 500,000/year Being prepared Tessaban budget and Schools in Chiang Rai City Municipality

Hiking - 100,000/year Being prepared Tessaban budget and Schools in Chiang Rai City Municipality

CBT for touching - To realize sufficiency economy 1.0 million Being prepared For short-term by lifestyle follow philosophy through (200,000/year) tessaban/Ministry of sufficient economy community-based tourism Tourism or Sport philosophy. Arrangement of - 50,000/year Being prepared Tessaban budget meeting rooms, seminar, recreational activities Sport field - 300,000 Being prepared DLA Subsidy improvement under FY 2019 budget Khon Kaen Roadmap for public transport promotion has been developed under the SFCI. Short Term Action Plan is shown below, of which the detailed financial sources will be discussed under Smart City Committee after completion of JICA Pilot Project. Linkage information - To create route map of transit 2018-2019 Khon Kaen Smart City 1.0 million system. Operation Center Place information - To create map of surrounding 10.0 million Tessaban area of each bus stop. Public transport - To improve bench, shelter, support lighting, phone charger and 10.0 million Tessaban solar panel at bus stop Data management - To create mass transit Khon Kaen University 10.0 million management system within (KKU)

ES-15 Project Project description Budget (THB) Status Implementing Body the city - To develop application software on smart phone to Public transport app 5.0 million KKU support songthaew passengers - To introduce RFID smart card Public Private Cashless payment 1.0 million system in songthaew Partnership (PPP) Skills development of - To improve management of 2.0 million KKU service providers the service providers - To develop public terminal as Accessible public an integrated travel hub for 2.0 million Tessaban transport transit users to switch modes. - To promote multi-modal Multimodal public transport to provide 20.0 million PPP alternative choices - Marketing campaign to Marketing campaign encourage citizen to use the 2.0 million PPP public transportation - To make agreement or regulation about multi- Public space 30.0 million Tessaban stakeholder to create public space Krabi Action list under SFC Strategy “Conservation and Promotion of Cultural and Tourism Resources in Krabi urban area and Surrounding Beaches ” was prepared, of which short-term action projects are as below; Construction of Local - Construction of OTOP shop 21 million Under Community Community Products building Procurement Development and Andaman OTOP process - Café next to this building is Department Shop being developed under JICA Pilot Project Promotion of art - 100,000 Tessaban activities and cultural learning and teaching Establishment of - 50,000 Tessaban local supporter/ volunteer groups and their activities Thailand Biennale - International Art event in 50 million 2018.11~2019.2 Krabi Cultural Office, Krabi 2018 Andaman Culture Center Ministry of Culture

International Art Hall - Development of Art Hall 90 million Being prepared Krabi Changwat under Regional Development Plan (FY2019) Nan Under Nan Old Town Museum Development Plan, action lists have been prepared under 3 strategies, of which short-term action projects are as below; Design Installation of - Installation of lighting based 30mil (first year) 2019 Department of Fine Lighting at historical on the detail design prepared Arts sites 62 mil (overall) 2020-- under JICA pilot project Underground electric - Put electric lines in the city 700 million 2018-2022 Provincial Electricity lines project center under ground Authority

Phanat Nikhom Action list under SFC Strategy ”Improve Livability in Multi-generation” and barrier-free guideline

ES-16 Project Project description Budget (THB) Status Implementing Body was prepared, of which short term projects are as below; Phanat Nikhom - Renovation of the stadium to 2 million FY 2019-2020 Phanat Nikhom Stadium be suitable for all ages (based Municipality /Thai Improvement Project on the guideline prepared Health Promotion

under JICA pilot project) Foundation Tessaban Mueang - Renovation of the public park 3 million FY 2019-2020 Phanat Nikhom Phanat Nikhom Park to be suitable for all ages Municipality /Thai Improvement Project (based on the guideline Health Promotion prepared under JICA pilot Foundation project) Bike Lane Suggestion - development of the 2.6 km 1.04 million FY 2019 Phanat Nikhom Program Project bike lane Municipality - To promote activities for all ages in communities - To reduce cars in tessaban - To improve livability of tessaban Public Parking Lot - To add more facilities for public 190,000 FY 2020-2021 Phanat Nikhom Improvement Project transportation in tessaban Municipality /Thai Health Promotion Foundation Phitsanulok 10-year Strategy for Sustainable Ageing Society was prepared through SFCI, comprising four strategies and 49 projects. Most of the short-term actions will be conducted under the Tessaban’s budget. The following mid-to-long term actions are being coordinated with relevant departments. Promotion of career - Career training for elderly 300,000/ year FY2019 Tessaban/ Provincial training and income (vegetable planting, food Ministry of Society generation processing, invention etc.) Construction and - Universal design strategy 150,000/ year FY 2019 Tessaban/ Changwat renovation of footpath - Construction and renovation of and road for all the footpath Source: JICA Project Team

ES-17 6. Summary and Lessons Learned from the First SFCI Model City Projects

6.1 Evaluation on the Overall Framework of SFCI. Based on the result of questionnaire and interview survey with representatives of six model cities, all of model cities evaluated SFCI very useful with meaningful result, showing that they highly appreciate SFCI as a whole. More specifically, they evaluated SFCI systematic process of planning, comprehensive planning approach, networking/ coordination with relevant department and other tessaban as well as JICA’s input such as conduct of pilot project and study tour in Japan. Generally, the model cities consider the role of NESDB very important and expect to continue SFCI to disseminate to other cities.

Impact of “National-government-guided and Local-driven-development”

Through six model city activities, key concept of SFCI, “national-government-guided and local- government-driven” approach has been recognized as an effective approach to promote sustainable urban development in local cities of Thailand as following;

- Through SFCI, tessabans can understand not only national and regional development plan but also urban development policies of relevant departments.

- Through SFCI, tessabans can get technical advice from relevant departments. However, the first phase of JCC does not include some of key departments since some of key issues were not well recognized during preparation stage of TFCP.

- Through SFCI, national department can understand local needs effectively, which have been identified through discussion with stakeholders in the PT meetings.

Coordination with Relevant Departments

Through SFCI, tessabans can coordinate with relevant departments directly linked with the selected issues, and thus to promote SFC projects effectively. Such coordination also makes tessabans find missing points and find solution for them.

There are some cases that relevant organizations hesitated to coordinate beyond their responsibilities, or the roles of those organizations are not clear. Or there are some difficulties to shape up all ideas into the plan and to find the main responsible organizations. In such cases, it is essential for tessaban team or local consultant team to communicate with them continuously and make a common understanding in order to make an integrated plan efficiently.

Impact on Cooperation with Surrounding Municipalities

Through SFCI, it is promoted to communicate with surrounding municipalities from the planning stage and all of tessabans have deepened their understanding on coordination with surrounding municipalities. However, it should be noted that there are still institutional constraints to conduct projects which cover administrative areas of more than two municipalities.

Evaluation of Planning Process of SFCI

SFCI applies systematic planning process, starting from current analysis, future prospect, sustainability analysis, visioning, identification of strategies and then project formulation. Since each project is logically explained in the overall SFC plan, tessabans can easily explain rational and

ES-18 necessity of each project to the relevant ministries, when necessary.

SFCI’s holistic approach is highly evaluated as well. SFC plans shall cover various sectors under the selected themes. Such holistic planning approach have made tessaban members think themselves and formulate SFC plan clearer.

SFCI introduced participatory planning process as the most important planning concept. At the beginning, each tessaban is requested to identify key stakeholders and organize PT and to hold PT meetings at every planning steps. Such participatory approach enhanced “sense of belongings” of citizens and made the output of SFCI persuasive and enabled it easier for tessaban to implement projects once approved. However, in some cities, some of key agencies were missed in the PT meeting, since municipalities did not notice from the beginning, particularly for private sector. They invited agencies that they had recognized at the beginning. Therefore, it is recommended to continue those participatory process in future.

It should be noted that strong leadership of Mayor is also very important factor to proceed SFCI. Regular internal discussion among Mayor, tessaban team, and local consultant team is very important in order to summarize the result of planning meetings with all stakeholders and decide priority issues for each tessaban.

Through the study tour to Japan, all of participants from six cities gained various findings, which have been reflected to ideas and methods in urban developments of their own cities.

Impact on the Project Implementation

One of the significant impacts of SFCI is to make tessabans accessible to many channels of budgeting through coordination with relevant agencies. It includes general budget of changwat or changwat cluster, functional budget of national department, funds sources etc. Some SFC projects proposed in the SFC plan are being financed by relevant organizations.

On the other hand, it may take time to get budget for the proposed project. In order to facilitate implementation of SFC projects smoothly, it is essential to coordinate with existing plans, Or it is also effective to secure tessabans’ own budget to implement small-scale project as a start-up project which can link the time-gap before the budget of other departments are secured.

It is also appreciated that SFCI’s participatory approach can enhance participation of all relevant stakeholders at implementation stage. Public, private, civil society, and academia discuss implementation, operation, and management of the SFC plan, which can make “Pracharat” in each area.

JICA pilot projects are also appreciated by all of the model cities. It could be a model or a seed- project for other projects preparation and helped to conduct the immediate action to solve the priority issues. It was also useful for tessabans to understand systematic process. However, it should be noted that this budget is special treatment under JICA’s technical assistance, which may not be continuously provided for the next phase of SFCI.

Impact on Human Resource Development of Tessaban

Although SFCI does not provide any specific training program for tessaban staff, it is evaluated that SFCI has contributed to enhance capabilities of tessaban staff, including systematic thinking skills and broadened mind of tessabans staff both for planning and designing project.

ES-19 6.2 Key Urban Development Issues identified in the SFCI Inner City Problem: Considering population decrease in Thailand, there are two (2) different types of population decrease. First one is “real population decrease” where urban population in that areas has actually decreased due to deterioration of economic centrality of tessaban. Second one is “superficial population decrease” where urban area has expanded to outside tessaban and overall urban population has not decreased.

The tessabans with the first type of population decrease may substantially lose attractiveness as urban area itself. Economic revitalization measurements are strongly required for those tessabans. On the other hand, the tessabans of the second type may have sustained the attractiveness as urban area itself. It is preferable to prepare inner-city development/revitalization plan which focuses on activating the central area and covers various aspects.

Urbanization beyond Municipality Boundary: Since active urban development often occurs outside tessaban, tessaban can’t control those private activities as a driving force for development of tessaban. In future, it is better to reorganize tessabans to cover wider areas, at least to include urbanization area as a part of tessabans, but it is also effective to collaborate among surrounding tessabans to promote urban development together.

Infrastructure and Urban Services for Aged Society: Many tessabans realize importance to take proper actions against aged society, which is one of key national policy issues specified in the 12th NESDP as well. Phitsanulok, Chiang Rai and Phanat Nikhom have taken this issue in the SFCI and make different approaches one another. As a result, various types of issues of aged society have been covered in the first phase of SFCI, including human-ware development for tessabans’ capacity to handle aged society, multi-generations active learning, software development for integrated database for aged people, economic aspect for job creation for aged people, and hardware for universal design.

Public Transport Development in Local Cities of Thailand: Tessaban Nakhon Khon Kaen have been very active to promote public transport development and focused on it during SFCI as well. Through the process of SFCI, several typical issues to promote public transport services in local cities of Thailand have been identified; (i) little focus on the existing public transport mode, Songtaew, (ii) complicated relationship among authorities on public transport services, (iii) needs to change the mindset of relevant agencies to pay more attention to existing public transport services, and (iv) needs to change image of songtaew by integrating opinions of new generations.

Job Opportunities for Young Generation: One of critical factors causing population decrease is insufficient job opportunities for young generation. Tessabans need sufficient living conditions and job opportunities for young generation to maintain economic and social sustainability of tessaban.

6.3 Issues to Promote Urban Development in Local Cities of Thailand

Shortage of information and data: Various local information and datum make it possible for analysis and planning. Especially population statistical is essential, however there is no data corresponding to tessabans and also no data for the local migration as well as the population of precise unit of areas. The statistics on the industry is in the same situation. Therefor it is necessary to improve various database for the cities.

A questionnaire survey to citizens asking their needs and opinions was conducted in each city

ES-20 during the research and planning stage of SFCI. Although it was a simple one, it can be the basement of public participation for tessabans to grasp citizens opinion from wide range. It is quite desirable to analyze the change of citizen’s awareness and to clarify the issues by the periodical questionnaire survey to citizens.

Preparation of Sectoral Plans for Various Issues: It is found that most of model cities have not prepared any comprehensive plans for each sector. Without systematic or logical list of projects of each sector with priority, local consultant team faced difficulty to identify projects in the short-term once specific themes were identified in the PT meeting. The most desirable way is for tessaban to prepare sectoral plans of major issues beforehand, such as public transport, solid waste management, etc. Considering that most of tessabans in Thailand have little technical capabilities and human resources to formulate such sectoral plan by themselves, it would be useful to prepare a guideline and examples of good practice of Thailand under SFCI or by each line agency. It enables tessabans to prepare sectoral plans or to be good reference for them to improve quality of planning under SFCI.

Necessity of Multi-disciplinary or Inter-ministerial Approach: Those urban development issues consequently requires multi-disciplinary approach to prepare comprehensive measurements in various sectors. Since the roles and responsibility of Thai government is completely divided into several sections, it may be more effective to assign certain organization (NESDB) to coordinate with agencies concerned and to formulate SFCI plan holistically with multi-disciplinary approach or with combining various sectoral development measurements.

Coordination with Regional Universities: It is found that lack of human resources of tessabans in terms of the number of staff and their capabilities are serious issues to develop SFC plans and formulate SFC projects. During the first phase of SFCI, local consultant team was dispatched to each tessaban to support to formulate SFC plans, to proceed participatory planning process, to coordinate relevant agencies, to identify priority projects and find possible budgeting sources for them. Some of the tessabans have collaborated universities as consultant team. Since those universities have collaborated with tessabans for long time, they know well about local conditions. At the same time, universities can provide technical support for tessaban to formulate the plans as well. In this context, it is very useful both for tessabans and universities to work together in SFCI as well.

ES-21 7. Conditions and Issues to be Clarified to Continue SFCI in Thailand

7.1 Endorsement as a Policy Tool

In order for NESDB to continue the SFCI in Thailand, it is necessary to adopt it as a practical policy tool in order to realize the “People Centered Development” concept of the 12th National Economic Social Development Plan and the required promotion of the “National Reforms”, which is a top priority issue of the NESDB.

Once it fits well with its policies, the NESDB can be the right agency in the promotion of the SFCI’s “National Government Guided and Local Government Driven Approach” in realizing sustainable cities in Thailand. This is because the SFCI covers several issues and sectors comprehensively and requires inter-ministerial coordination at the central level.

In this context, key components of the SFCI needs to be clarified, including expected output of the SFCI, scope that will be discussed in the SFCI, and the target cities.

7.2 Administrative Mechanism for the SFCI

While the first phase of SFCI was operated under JICA technical assistance project, TFCP, it is necessary to set up administrative mechanism for Thai government to promote SFCI continuously and to promote the six model cities’ experiences to other cities. The following key actors need to be clarified, including SFCI Secretariat, SFCI Committee, Changwat Government, Provincial departments of SFCI Committee members, and SFCI Platform

7.3 Budget for SFCI

Necessary budgeting for the SFCI can be divided into three types of budget, namely (i) budget for overall management for the secretariat work, (ii) budget for participating tessabans to prepare SFC plans and projects and (iii) budget for project implementation. While JICA dispatched an expert team to support secretariat work and provided financial support for consultant and some part of SFC project implementation as pilot project for the first phase of SFCI, it is necessary to secure these budgets from the Thai government in order to continue SFCI in Thailand.

ES-22 8. Proposed Framework for the Next SFCI

8.1 Administrative Mechanism for the SFCI and Stakeholders

Possible organizational structure of SFCI for the next phase is described in the Figure 7.

SFCI Committee: SFCI Committee is the national-level steering committee for SFCI. It approves the selection of SFCI tessabans, evaluates and approves the SFC Plans and Projects, and facilitates inter- organizational coordination to ensure smooth implementation of SFC Plans and Projects. SFCI Committee will be held in time with SFC Plan and Project approval or whenever necessary.

SFCI Secretariat: The NESDC1 will be in charge of overall management and supervision of the model city activities, as the secretariat of the SFCI. The NESDC shall send invitations, select tessaban at the preparation stage, monitor and evaluate SFC plans and projects at the planning stage, provide necessary coordination including giving instructions to relevant agencies to ensure the implementation of SFC projects.

Tessaban and SFCI Team: Tessaban has the sole authority to carry out the SFCI at the local level. The tessaban shall establish the SFCI Team in the tessaban as the SFCI project owner and the secretariat at local level, which shall manage and operate SFCI activities at the local level as well as liaise with other organizations concerned.

SFCI Committee

DPT DLA OTP DLT ONEP DEQP NESDC PCD MOPH MOSSHD TAT DASTA DEDE

Consultant NESDC Secretariat Project Coordination Committee (Provincial Office)

Sub‐contracted Tessaban Tessaban Tessaban Tessaban Local Consultant

SFCI Team Planning Meeting

Private Regional Community Civil Sector Univ. Society

Note: National Economic Social Development Council (NESDC), Department of Public Works and Town and Country Planning (DPT), Department of Local Administration (DLA), Office of Transport and Traffic Policy and Planning (OTP), Department of Land Transport (DLT), Office of Natural Resources and Environmental Policy and Planning (ONEP), Department of Environmental Quality Promotion (DEQP), Pollution Control Department (PCD), Ministry of Public Health (MOPH), Ministry of Social Development and Human Security (MOSSHD), Tourism Authority of Thailand (TAT), Designated Area for Sustainable Tourism Administration (DASTA)Department of Alternative Energy Development of Efficiency (DEDE)

Figure 7 Organization for SFCI for the Next Phase

Planning Team Meetings: The planning team is a platform of participatory planning approach, that discusses and identifies in the formulation plan and the decision to prioritize projects in the

1 NESDB was reorganized to National Economic Social Development Council (NESDC) based on the National Economic and Social Development Council Act in 2018.

ES-23 SFCI. The tessaban shall nominate members of the planning team who can join and will be responsible for a series of SFCI activities at local level. The tessaban will organize the planning team meetings at each stage of the SFCI, in order to involve stakeholders’ opinion and get their consensus.

Project Coordination Committee: It is important for the tessaban to closely coordinate with changwat office and provincial departments in promoting inter-departmental coordination to cross-cut issues and regional coordination on regional issues and thus to ensure implementation of the proposed SFC plan and projects. PCC shall be established at beginning and be chaired by Changwat Governor to discuss the proposed SFC Plan and Projects and facilitate inter-departmental coordination.

Changwat Office of Relevant Departments: Changwat offices of relevant department will be a member of PT as well as PCC. Active involvement of departments in charge of sectors focused in SFC Plan is inevitable from the first stage of SFCI.

8.2 SFCI Platform

Based on the network established during the first Phase of SFCI, SFCI platform shall be formulated in order to build up a mechanism for tessabans to share knowledge and experiences with other participating tessabans (city-to-city network). SFCI platform can also establish national-to-local networks where national government agencies can understand local needs more clearly and the local government can understand national-level urban issues.

The SFCI platform shall be composed of tessabans that participated or are participating the SFCI, central government departments involved in the SFCI committees, or other organizations related with urban development or local administration, such as KPI and NMT.

Source: JICA Project Team

Figure 8 Conceptual Image of SFC Platform

8.3 Overall Framework and Major Components of SFCI

The overall framework of the SFCI is shown in Figure 9. It is almost same as the first phase, expect for the JICA Pilot Project, which was financed by JICA for some of the small-scale and priority

ES-24 projects in the SFC Plan. In the next phase of SFCI, all of SFC Projects shall be implemented under financial resources of Thailand, including tessaban’s general budget, provincial general budget, and function budget of relevant departments and other financial resources such as development fund.

Figure 9 Overall Framework of SFCI

The core output of the SFCI will be the following:

 SFC Plan, including vision and basic directions, strategies to achieve its vision, and projects to realize the strategies (Figure 13.4.2);

 5-year Action Plan, a list of short-term projects with priorities, including expected schedules, implementing bodies and possible budget sources (Figure 13.4.2);

 SFC project formulation and its implementation support (Figure 13.4.3); and

 Participatory Planning Process (Figure 13.4.4).

ES-25 SFC Plan SFC Vision and Basic Direction

Strategy 1 Strategy 2 Strategy 3

Project 1 Project 2 Project X Project 1 Project 2 Project X

No. Project Year 1 Year 2 Year 3 Year 4 Year 5 Supporting Organization (potential budget source) 1 A Planning Province 2. B construction project DLA 3 C capacity development KPI 4 D training Tessaban (own budget) 5 E training Tessaban (own budget)

X X Construction Cluster Budget Y Y Development MOT Z Z Festival TAT

Figure 10 Image of SFC Plan and 5-year Action Plan

Figure 11 SFC Project Implementation Supports

ES-26 Preparation by Agenda for Expected Output tessaban Planning Meeting

1st Planning  Basic Analysis Where we are?  List of critical problems Meeting and significant potentials. PR

2nd Planning  Tessaban’s Where do we want  Vision statement Meeting Proposed Vision to go? as theme for SFC Plan (Visioning) PR

3rd Planning  Draft SFC Plan How can we achieve  SFC Plan Meeting (Visions, strategies, SFC vision?  List of project with draft list of project priority PR

4th Planning  Draft SFC project Project  SFC program and a list Meeting (s) Identification of projects by each implementing body

SFCI Committee Presentation of SFC Program (in Bangkok )

Note: PR: public relation of the output of each meeting by tessaban

Figure 12 Participatory Processes of the SFCI

8.4 Monitoring by Tessaban

In order to ensure sustainable implementation of the SFC Plan and Projects and continuous improvement through PDCA (Plan-Do-Check-Again) Cycle, it is important to monitor progress of SFC plan and projects together with relevant stakeholders.

Set-up Monitoring Framework: Tessaban will set up monitoring framework to monitor and check the progress of the 5-year Action Plan. It includes monitoring group at tessaban level to follow-up at a regular basis and meeting with NESDC and national departments to check progress of implementation of SFC Plan periodically.

Monitor and Check the Progress of SFC Projects: Progress of the SFC Projects (5-year action plan) will be checked compared to the original ones. Tessaban will make the monitoring sheet and check progress, output, and delays and its causes, if any.

Update and Revise the SFC Plan and Projects: Based on the result of checking of progress of the Projects, tessaban should list up and examine problems and issues to be concerned. Based on the identified problems and issues, tessaban should identify necessary revisions on the SFC Plan and 5- year Action Plan and identify issues and necessary actions to be tackled. NESDC and relevant authorities will also provide advice to support them.

ES-27 8.5 Preliminary Framework for the Second Phase of SFCI toward the Thai SFCI in the Future

JICA and NESDC have discussed extending the on-going “Project for Promoting Sustainability in Future Cities of Thailand (TFCP)” to cover the Second Phase of SFCI as an intermediate phase and to connect with Thai SFCI initiatives in the future.

In order to ensure continuous implementation of the SFCI as managed by the Thai government, it is proposed that the Thai government play a leading role as the main secretariat in the second phase, while the JICA Project Team will work as an advisor.

Role Sharing for the Next Step

Steering Main Secretariat Consultant Target Cities Committee Advisor

JCC NESDB JICA Team Consultant 6 tessabans under TFCP First SFCI  SFCI policy making under  Basic analysis  Application activities  Approval of selection of NESDP  Support tessabanto  SFC Planning under JICA‐ cities  Establish SFCI guideline formulate SFC plan  Project identification  TFCP Approval of SFC plan &  Select model cities  Overall coordination  Pilot Project project (2016‐  Management of overall SFCI for PT meeting Implementation  Prepare budgeting process 2017) DLA Guideline of SFCI Pilot Project

Second model JICA Team JCC NESDB Consultant under TFCP tessabans  Support for NESDB to  Establish secretariat in NESDB  Basic analysis  Application execute SFCI and  Approval of selection of Second  Select next model cities  Support tessabanto  SFC Planning and establish secretariat cities SFCI  Establish SFCI Committee formulate SFC plan project identification  Study Tour in Japan  Approval of SFC plan & activities  Upgrade SFCI guideline  Overall coordination  Project  To set‐up SFCI platform project under  Management of overall SFCI for PT meeting Implementation  Secure budgeting 6 tessabans JICA‐TFCP process  Dissemination of SFCI result SFCI Committee Guideline of SFCI  Lessons learned to other cities

New model Alumni SFCI Thai‐SFCI SFCI Committee NESDB Local Consultant tessabans platform

Figure 13 Proposed Image of Staging of the SFCI

ES-28

Part I Sustainable Future City Initiative

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Part II Model City Projects

Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Model City Activities

Identification of Target Tessabans and Selection of Model Cities

Overall Steps in the Selection of Model Cities

Model Cities for SFCI were selected through several steps. The criteria and each step in the selection of the tessabans are summarized in Table 4.1.1 while their details are described in the foregoing chapters.

Table 4.1.1 Summary of Criteria and Selection Step of Model Cities

No. of Selected Step of Selection Selection Criteria (number) Tessabans 1. Overall Target - Tessaban Nakhorn (30) 208 tessabans Tessabans - Tessaban Mueang (178) 2. Target - Regional growth cities (28) 163 tessabans tessabans by - Local urban centers (135) type of tessaban 3. Longlist of Qualitative evaluation mainly on the following points, 34 tessabans candidate - Strong leadership and capability for city development model cities - Possibility of replication in other cities - Recommendation from relevant agencies (KPI, DLA, DEQP, PCD, NMT)

4. Shortlist of - Socio-economic vitality, including population growth 13 tessabans candidate rate, model cities - Financial capacity, revenue per capita, share of own revenues - Tessabans’ capacity, including record of awards - Possibilities to discuss key issues of local cities

5. Invitation and - Invitation was sent to the shortlisted 13 cities 9 tessabans proposal - Proposal was submitted by 9 tessabans

6. Final Selection (1) Evaluation of Proposal 6 tessabans Criteria - Understanding on SFCI - readiness to join SFCI (2) Variety of model cities - Regional balance - City typology (3) SFCI dissemination - Possible issues and themes in the common visions - implementation mechanism Note: The numbers of tessabans are as of 2015.

Selection of Overall Target Tessabans of SFCI

As shown in the Table 4.1.2 below, the tessabans of Thailand are classified into tessaban nakhorn, tessaban mueang, and tessaban tambon. The classification is generally

4-1 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

dependent on the tessabans’ population size and financial capacity.

Table 4.1.2 Overall Status of Tessabans

Tessaban Number Population Area (sq.km) Elderly (%)1) Type Average 97,678 Average 46.5 Average 9.7% Tessaban 30 Max. 270,609 Max. 277.0 Max. 13.3% nakhorn Min. 51,245 Min. 7.3 Min. 6.2% Average 24,595 Average 21.9 Average 10.4% Tessaban 178 Max. 77,976 Max. 182.1 Max. 20.7% mueang Min. 4,448 Min. 0.6 Min. 1.7% Average 6,942 Average 43.2 Average n.a. Tessaban 2,232 Max. 92,286 Max. 1,240 Max. n.a. tambon Min. 288 Min. 0.39 Min. n.a. Note: 1) Over sixties Source: DLA Website, 2015

Tessaban tambon, the smallest tessaban with an average population of 7,000, functions as the center of rural villages rather than as urban areas. This is because their status was upgraded from TAO or local administrative organizations for rural areas. Since tessaban tambons cannot be the centers of sustainable and sustaining urban development, which is the main objective of the TFCP, the TFCP focus on the role of tessaban nakhorns (30) and tessaban mueangs (178) in pursuit of sustainable urban development in Thailand.

The hierarchy of Thai cities was developed within the context of national economic and social development, to wit:

y BMA and Tessabans in BMR (29): They will be the driving force of a robust national economy in the global market as well as the GMS and in the ASEAN region. They need to enhance their attractiveness and level of urban mobility to invite new investment and to become one of Asia’s leading cities competing with Hong Kong, Singapore, Shanghai, and Tokyo.

y Tessabans on ESB (16): As growth engines that will move Thailand toward further economic development and the achievement of a high-income country status, they need to attract more FDIs in the high-value-added manufacturing sector.

y Regional Growth Cities (28): As growth poles in the regions, they are expected to lead regional development to realize a balanced development all over the country. These include regional centers with large economic potential and urban clusters functioning as regional or cluster hubs for commerce, logistics, and public services. Border cities facing Cambodia, Laos, and Myanmar and cities along the regional border need to be strengthened to optimize their locational advantages and attract new foreign and domestic investments in the production of local products.

y Local Urban Centers (135): As the centers of provinces or urban areas, they will provide public services to residents in the area.

y Local Cities (2,232): Tessaban tambons

4-2 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Source: Date extracted from Census 2000 and 2010 Figure 4.1.1 Location of Tessaban Nakhorn and Tessaban Mueang

The 12th NESDP elaborates two priority policies for Thailand to successfully enter a new

4-3 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

stage of development, namely to pursue more economic growth toward a high-income country and to facilitate more equitable and sustainable social development all over the country. As proposed in Part II of this report, the SFCI aims to facilitate a national government-guided and local-driven development as a policy tool to direct the above second policy. The target tessabans of the SFCI should be, in all respects, centers of their respective regions in order for them to carry out regional coordination. They should also have socio-economic potential sufficient enough to spill over to their surrounding areas. Based on these parameters, local cities, or tessaban tambons, are excluded from the selection. Also excluded are the cities in BMR and ESB because they have been directly affected by central government policies to promote national economic development. Therefore, they are not in a position to promote local-oriented and people-centered development approaches, both of which are espoused in the SFCI. Therefore, the SFCI focuses on tessabans categorized as regional cities or local urban centers.

Longlist of Candidate Model Cities

At the beginning of the project, the selection criteria for model cities were preliminarily set as follows:

y Existence of strong leadership and capability for city development: whether or not candidate model cities can execute locally driven planning processes rather than depending on support from JICA and the NESDB.

y Possibility of replication in other cities: whether or not pilot activities in model cities can be replicated in other cities in the next phase of the SFC Initiative.

After the TFCP commenced, the TFCP team members discussed the above criteria with various agencies which have worked directly with tessabans, such as the DPT, DLA, DEQP, PCD, and NMT as JCC members, academic institutions such as KPI, and the Department of Urban and Regional Planning of Chulalongkorn University. The TFCP team members also visited several tessabans in order to identify key urban issues and constraints, as well as to see the urbanization status in these areas. As a result, a longlist of candidate cities was prepared and the same was proposed in the first JCC meeting (see Table 4.1.3).

4-4 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Table 4.1.3 Longlist of the Candidate Model Cities1)

Socio-economic Indicator Financing Award Registered Growth Census Growth %of Rev. per Longlisted Tessaban Elderly KPI tessaban Rate (%, District Pop. Rate of Dist. Own capita Livable Cities3) (%) Award2) Pop. (2014) ‘10-‘14) (2010) (%, ‘00-‘10) Rev (THB) BMR 1. Nonthaburi 270,609 -0.5% 481,487 3.8% 11.4% 19% 8,187 06,11,12,14 09(C) 01, 03, 06(G), 2. Khon Kaen 129,581 0.5% 510,763 3.6% 8.2% 16% 10,565 09(3),12(3) Regional 10. 11, 14 Center 3. Phuket 72,380 0.5% 311,585 7.5% 8.9% 22% 15,173 01, 10, 11 09 4. Hat Yai 157,467 0.2% 438,576 3.1% 9.8% 22% 10,715 12 5. Nong Khai 46,180 -0.1% 131,965 -0.4% 9% 11% 9,365 - - 6. Mae Sot 52,350 -2.8% 121,062 1.3% 6.2% 13% 7,825 - - 02, 04, 06(G), 7. Phitsanulok 89,480 -1.4% 306,594 2.2% 9.6% 16% 8,049 09(2),12(C) 13, 14 Growth Strategic 8. Lampang 69,226 -1.1% 227,137 -0.5% 13.1% 19% 9,941 10 09 (C), 12(2) Center Cities 9. Nakhon Sawan 95,237 -0.9% 258,882 1.2% 11.1% 15% 9,840 - - 10. Ayutthaya 60,919 -0.6% 150,856 1.4% 8.9% 12% 8,678 - - 11. Trat 15,501 1.2% 101,241 1.2% 14% 19% 10,064 - - 05, 06, 09 10(G), 12. Chaing Rai 64,817 0.2% 224,436 1.2% 11.6% 17% 11,676 09(3),12(2,E) Center of 12, 13, Urban 13. Surat Thani 78,359 0.6% 172,412 1.3% 13.2% 12% 14,063 04,05,06,08,12 09(C) Cluster 06,07,08(G), 14. Surin 41,818 -0.1% 231,945 -0.5% 8% 17% 9,661 09(C) 09,14 North 15. Nan 22,273 1.1% 84,098 0.9% 13% 13% 10,831 - - North-east 16. Roi Et 37,131 0.5% 145,849 0.05% 8% 11% 12,146 12, 13, 14(G) - North-east 17. Karasin 36,955 -1.1% 127,635 -0.8% 7% 15% 9,602 - - 24,611 2.8% 83,211 0.4% 9% 22% 13,151 - 12 (W) Provincial South 18. Krabi 04,05,06(G),08,0 Center South 19. Yala 77,045 -0.7% 145,319 -0.6% 7.4% 6% 12,538 09(3),12(1) 9,10,11,12(G) Central 20. Saraburi 67,858 -0.03% 127,431 1.85% 8% 11% 9,636 - - Central 21. Sing Buri 21,148 -0.9% 53,252 -0.86% 13% 10% 13,880 - - Central 22. Chai Nat 16,499 -1.4% 67,918 -1.38% 10% 12% 13,067 - -

4-5 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Socio-economic Indicator Financing Award Registered Growth Census Growth %of Rev. per Longlisted Tessaban Elderly KPI tessaban Rate (%, District Pop. Rate of Dist. Own capita Livable Cities3) (%) Award2) Pop. (2014) ‘10-‘14) (2010) (%, ‘00-‘10) Rev (THB) Central 23. Ang Thong 13,134 0.1% 49,651 0.05% 11% 15% 17,250 - - East 24. Phanat Nikhom 12,555 0.5% 119,749 0.5% 14% 8% 15,434 - 09(2),12(W)

East 25. Kabin Buri 4,564 - 117,240 1.79% - - - - -

West 26. Hua Hin 41,859 1.6% 109,327 4.7% 8.3% 27% 18,733 - -

West 27. Khao Sam Yot 14,776 0.9% 264,338 0.67% 17% 6% 7,685 - -

North 28. Ko Kha 5,342 - 60,828 -0.69% - - - 10,11,12(G),14 - 09,10,11,12(G),1 South 29. Thung Song 27,244 1.2% 147,333 -0.2% 10% 8% 17,394 09(C),12(C) Local Cities 3 - - - - 05,09,10(G),11,1 South 30. Prik 5,787 131,095 2.5% - 2,13,14(G) South 31. Betong 24,385 0.9% 46,578 -0.8% 10% 7% 15,012 08,09 -

South 32. Renu Nakhon 2,032 - 35,892 -1.7% - - - - 12(W) - South 33. Khao Chaison 2,101 - 43,912 -0.05% - - - -

South 34. Sadao 17,615 1.9% 131,095 2.5% 10% 11% 14,409 - - Note: 1) Proposed during the first JCC meeting which was held in October 2015, 2) KPI Award: G-Golden Award, 3) Livable city award code: w=winner 1= 1st Prize 2= 2nd Prize 3=3rd Prize c=Consolation prize Source: Pop: DLA, Population increase: http://www.citypopulation.de/Thailand-Cities.html, Elderly: DLA website, Financing: Summary of LAO Income 2013,

4-6 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Evaluation and Shortlisting of Candidate Cities

The above longlist was examined, and the results were as follows: y Socio-economic Vitality: The socio-economic conditions, including population growth rates and ageing rates of each tessaban were analyzed to identify which tessabans showed strong vitality or face depopulation and ageing. y Financial Capacity: Revenue per capita and share of their own revenues were quantitatively analyzed to identify tessabans with strong financial basis. y Tessabans’ Capacity: To determine this, the TFCP team members reviewed some of the awards given to tessabans, including the KPI Award and the Livable City Award, as well as some award-winning activities of tessabans. The tessabans’ capacities to implement model city activities were evaluated based on such award-wining activities and direct discussions with tessabans or comments from relevant agencies. y Possibility to Discuss Key Issues of Local Cities: Key issues of local cities were identified in the Concept Paper on Sustainable Future Cities, as shown below. Candidate model cities were selected to cover such issues as much as possible. The following were the identified key issues:

(i) Strengthening of self-sustaining economic competitiveness/promotion of centrality of city;

(ii) Preparation for depopulation, ageing and low fertility society;

(iii) Attention to/acknowledgement of sustainable environmental strategy and global warming;

(iv) Strengthened regional connectivity; and

(v) Strengthened initiatives of tessabans and people’s participation in development.

Based on such evaluation, 13 cities were made it to the shortlist of candidate model cities (see Table 4.1.4) and were approved by JCC members in a working group meeting held in March 2016.

4-7 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Table 4.1.4 Evaluation of the 13 Short-listed Cities

Capacity of City Applicability to Other Cities 4) First Shortlisted Priority6) 5) Tessaban Socio- Financial Human Leadership Issue to discuss Key Issues of Local Cities economy 1) capacity resources 2) 3) Comp Ageing Env AEC Gov - Population increase and sub-urbanization - Urban public transport 1. Khon Kaen A B A A O O O O - O development (compact city) - Education city Regional - Low-carbon city Centers - Smart city (smart mobility, enforcement, CCTV) 2. Phuket A A A A - Tourism city O - O - - - Regional transport network - Urban public transport - AEC and Border city 3. Nong Khai B B A A O - - O - - Security / foreign workers - AEC and Border city/ SEZ 4. Mae Sot B B A A O - - O ȵ O - Security / foreign workers Growth - Environmental city Centers (Community-based solid waste management, wastewater management) 5. Phitsanulok A B A A O - O O O O - Urban mobility (public Strategic transport) - Strategic cross-point of Cities regional corridors - Population decrease and 6. Lampang B A A A aged society O O - O - Environmental city - Deterioration of city center - Flood mitigation (regional 7. Nakhon cooperation) B B A A O O O - - Sawan - Strategic cross-point of regional corridors/ Centrality of regional economy

4-8 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Capacity of City Applicability to Other Cities 4) First Shortlisted Priority6) 5) Tessaban Socio- Financial Human Leadership Issue to discuss Key Issues of Local Cities economy 1) capacity resources 2) 3) Comp Ageing Env AEC Gov - Cultural and heritage city 8. Ayutthaya B B A A - Compact city O - O - - - Tourism city - City of diversity (bio-, Centers cultural) - Low-carbon city of Urban 9. Chiang Rai B B A A O O O O O O - Education city/ international Clusters collaboration - Aged society - Culture and heritage city - Environmental city (regional North 10. Nan B B A A disaster management) O - O O O - International tourism development - Regional coordination Provincial Northeast 11. Roi Et B B A A (disaster prevention) O - - - O O - E-governance Centers - Environmental city (Solid waste management, wastewater treatment, South 12. Krabi A A A A education) O - O - O O - City promotion (art city) - Regional cooperation (tourism, environment) - Community-tessaban collaboration, Local 13. Phanat - Community-based activities East B A A A - O O - O Cities Nikhom (3R, wastewater treatment management, organic product,) 1) A= population increase / big city/ rapid sub-urbanization; B= population decrease / stable population/ high elderly populations. 2) Award-winning, staff capability/ community. 3) Leadership= strong leadership/ political stability/ willingness to join the SFCI. 4) Including current issues which each city face at present and expected issues. 5) Key local issues identified in the draft of the 12th NESDP and based on analysis: Comp= to ensure competitiveness; Ageing= preparation for an ageing society and depopulation; Env= sustainable environment including disaster management and global warming; AEC= regional connectivity; Gov= governance including regional coordination and community participation. 6) First priority cities based on a preliminary evaluation.

4-9 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Invitation and Proposal Submissions

Invitations to participate in the SFCI were prepared by the NESDB and the JICA Project Team. The invitations comprised the following aspects:

y Invitation Letter signed by Mr. Porametee Vimolsiri, Secretary General of NESDB;

y Executive Summary on the Sustainable Future City Project;

y Instructions for Application to the Sustainable Future City Initiative Model City Projects;

y Submission Letter of Application on SFC Initiative; and

y Form of Proposal on SFCI Model City Project. (see Table 4.1.5)

Instructions for applying to the SFCI Model City Project included the scope of the SFCI Model City Project with the overall process and schedules. It also explained the application process, including the documents to be submitted by an interested tessaban and the selection process, including the evaluation criteria.

Invitations also included indispensable conditions necessary in the participation to the SFCI such as:

y Responsibilities of the tessaban, including establishment of Planning Team for SFCI within Tessaban and PCC, and involvement of stakeholders in the Planning Team Meeting;

y Expenses to be borne by the tessaban to carry out the SFCI, including expenses to attend meetings regarding the project in Bangkok;

y Reflection of results of SFCI to next Local Strategic Development Plan; and

y Continuous efforts to realize the projects proposed in the SFCI.

On 8 April 2016, a set of the above-mentioned documents were sent to each of the mayor of the above 13 short-listed tessabans by post and by e-mail. By the proposal deadline on 29 April 2016, 9 out of 13 short-listed tessabans had submitted proposals to participate in the model cities project.

4-10 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Table 4.1.5 Application to Join the SFCI Project (from Phase 1)

Name of Municipality: District : Province :

1. Implementation Organization for SFCI

(1) Contact Responsible Person: (please indicate the person responsible for overall SFCI) Name Position Contact Person: (please indicate the contact person in the Municipality to implement SFCI) Name Position Tel Fax EM address Address (2) SFCI Team in tessaban (please indicate structure and list of staff for SFCI Team to implement SFCI in your municipality)

(3) Preliminary list of relevant agencies at Changwat level (please preliminary identify organizations at Changwat level to be coordinated in the SFCI, such as Changwat office, provincial offices of departments, PAO, the existing committee, such as Smart City Committee)

(4) Preliminary Identified Major Stakeholders (please preliminary identify stakeholders which will be invited for Planning Meeting, such as private sectors, community leaders, and universities)

4-11 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

2. Expectation and Acceptance to Participate in the SFCI

(1) Expectation to SFC Initiative (please describe what you expect to participate in SFC Initiative)

(2) Tessaban in SFC Initiative Model City Project has to follow these conditions. z Establishment of SFCI Team in tessaban z Invite stakeholder to Planning Meeting to formulate SFC Program and Projects z Coordinate with Changwat-level organizations z Expense of meeting of Planning Team z Expense to attend meeting regarding SFCI at Bangkok z Reflection of results of SFC Initiative to next Local Strategic Development Plan z Continuous efforts to realize the projects proposed in SFC Initiative

3. City Vision and the SFCI

(1) City Vision (please describe city’s vision, described in the local strategic development plan or other)

(2) Major Issues to achieve the above Vision

(3) Expected Sectors/fields to be taken in the SFC Initiative, in accordance with the City's Vision (please select (fill "P") expected sector/fields to be taken into account in the SFC Initiative and describe in detail below. 1) Economy 2) Society & 3) Culture & 4) Natural 5) Land 6) & Community Tourism environment use Transportation Employment & mobility 7) Disaster 8) Solid waste 9) 10) Social 11) Capacity 12) mitigation management Preventive education enhancement of Others health local government Please describe in detail.

4-12 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

(4) Reason to focus on the sectors/fields selected in (3) (please describe background and reason to select the sectors/fields among others)

(5) Expected project (please indicate projects that your tessaban expect in the SFC Initiative, if there is)

(6) Current Obstacles to implement the projects mentioned in (5) (please indicate current difficulties/ obstacles/ shortage to realize the project above)

(7) Previous Studies on the project mentioned in (5) (if you have any previous studies related to the project mentioned in (5), please indicate its details below, including name of studies, year and client to conduct studies, etc.)

4-13 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Evaluation of Proposals and Selection of Model Cities

The final list of model cities was selected based on the following three points:

(1) Content of the Proposal

Acceptance of conditions to join the SFCI

Level of understanding on SFCI (for dissemination to other cities)

- Conformity to key issues of SFCI - Comprehensiveness (multi-sector) of the vision and integration the focused sectors - Necessity of regional coordination - Necessity of central-Local coordination

Readiness to join SFCI

- Mobilization for SFCI Activities (PCC, Planning Team, Stakeholder) - Motivation and willing to join SFCI - Project experience, including donor-funded projects

(2) Variety of model cities

- Regional balance: northern, north-eastern, central, southern region. - Type of city: size and characteristics

(3) SFCI dissemination

Possible issues and themes in the common visions

- Self-sustaining and competitive driving force - Attractive and distinctive identity - Eco-friendly and resilient city - Creation of safe, secured, and inclusive society - Civic pride for future generations

Implementation mechanism

- Coordination with National/Provincial Administration - Technical Cooperation by NESDB Regional Office - Regional Coordination - Private Sector Participation - Community participation

Based on the above evaluation, six tessabans were selected as model cities for the SFCI. They were: Tessaban Nakhorn Ching Rai, Tessaban Mueang Nan, and Tessaban Nakhorn Phitsanulok in Northern Region, Tessaban Nakhorn Khon Kaen in North-eastern Region, Tessaban Mueang Phanat Nikhom in Eastern Region, and Tessaban Mueang Krabi in the Southern Region. After the approval in the JCC on 30th May 2016, the Notification Letters of Selection as SFCI Model City were signed by the Secretary General of the NESDB and sent to each city and each changwat respectively.

4-14 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

䚽㻌 Selected model cities㻌 䚽㻌 Shortlisted cities which submitted their proposal 䕧 Shortlisted cities which did not submit their proposals㻌

Source: JICA Project Team

Figure 4.1.2 Location of Short-listed and Selected Tessabans

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 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Schedule of Model City Activities

Overall Schedule of SFCI Model City project activities are shown in Figure 4.2.1. After five model cities (Chiang Rai, Nan, Khon Kaen, Phanat Nikhom, Krabi) were selected in May 2016 through proposal evaluation, the JICA Project Team and Local Consultant Team started to visit model cities and commenced model city activities officially during the Kick-off Seminar on 5th July 2016.

After kick-off seminar, five model cities started SFC research and planning, including basic analysis, issues identification, vision formulation, plan formulation, and project identification. In the end of October 2016, Phitsanulok was selected as the sixth model city, which was officially accepted by Phitsanulok Mayor on 31st October 2016.

During SFC Research and Planning Stage, in November 2016, a Plenary Workshop was organized in order to share identified issues, the formulated visions, and selected themes of the SFCI project. Phitsanulok also attended this workshop to start up their model city activities. A study tour in Japan was organized in December of that same year in order to get lessons learned for planning and project identification of each city. At the end of the SFC Research and Planning Stage, each city presented SFC Plan and Program and proposed plan for JICA pilot project during the JCC on 21st April 2017.

Source: JICA Project Team Figure 4.2.1 Implementation Schedule of the SFCI Model City Project

During the SFCI Implementation Stage, each city formulated its SFC Project as well as conducted JICA Pilot Project. In October 2017, the second Plenary Workshop was conducted in order to share the progress of each model city activities and learn lessons from each other. Group discussions were organized on the three selected urban development issues, which have been focused on the six participating tessabans, namely: (i) How to promote collaboration among relevant authorities in order to respond to critical issues of an ageing society? (ii) How to integrate community-based tourism (CBT) into your sustainable future city program and facilitate them with regional tourism market?, and (iii)

4-18 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

How to ensure mobility with public transport in the urban area beyond tessaban’s boundaries?.

All of the SFCI model city activities were expected to be completed by the end of July 2018 and the Third Plenary Workshop was to be organized in July to summarize the result of SFCI model city project and discuss the next phase of SFCI.

4-19 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Formulation of Planning Team (PT) and Project Coordination Committee (PCC)

Since one of the important concepts of SFCI is its “local-driven approach”, the Tessabans had to have strong initiatives to lead their respective SFCI activities. At the same time, multi-sectoral local stakeholders urged to get involved from the planning stage to achieve criteria in the success of the concept, which was SFCI’s “collaborative” regime.

At the first stage of the model city activities, each tessaban and JICA Project Team together with the local consultant firstly worked together to identify the required stakeholders from the public, private, academic, and community organizations to cover comprehensive aspects of urban development, including social, economic, environment and urban management.

Tessabans and JICA Project Team conducted interviews with important stakeholders to understand their expertise, relationships with the Tessaban, their ideas of urban development directions, identified influential persons/organizations in the city, and analyzed their possible contributions to SFC planning. Through these steps, the Tessabans showed their initiatives to identify stakeholders in their development directions that involved diverse stakeholders for promoting collaborations.

Based on the result of the above interviews, each Tessaban finalized a list of Planning Team (PT) members, which were chaired by each mayor of the respective Tessaban. Each city had its own characteristic of members depending on the development issues.

The findings from the stakeholder analysis and the selection of the PT are summarized below.

For example, Tessaban Nakhorn Chiang Rai had significant experience on community environmental activities, so that the relationships between the Tessaban and its communities were basically well developed. For the composition of its PT, the Tessaban decided to involve more members from the academic and educational organizations as key members of the PT to integrate lifelong and active learning of all ages into urban development. These organizations were expected to mobilize students to get involved in the activities.

Khon Kaen involved many members that worked on its on-going “Smart City Project” in order to keep consistency of SFCI with Smart City project as well as accelerate the implementation of the proposed projects. Khon Kaen University (KKU) has worked as a key facilitator for a long time and had involved the communities and the private sector, including in its Smart City Project. They also have good relationships and mutual understanding with the Tessaban as well. Therefore, Khon Kaen University showed a strong commitment as was expected. Another important stakeholder in Khon Kaen is Khon Kaen Think Tank (KKTT), a private think tank and association in Khon Kaen. Since all of those stakeholders have worked well, the Tessaban decided to implement the SFCI through the same partnerships.

As for Nan, its strong and active community leadership, allowed it to work together with the Tessaban. Many academia, including Chulalongkorn University, were involved in urban

4-20 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

development in Nan and had strong knowledge and relationship with the Tessaban for certain sectors. Therefore, these members from the academe were selected to be part of the PT members. Designated Areas for Sustainable Tourism Administration (DASTA), a national organization for tourism promotion, is one of the most influential organizations in Nan, which had connections not only with the communities and the Tessaban, but also local private companies related to tourism sector.

Phanat Nikhom has many retired governmental officials and/or business people who have much experience in their respective specialties and have shown a willing to work for Phanat Nikhom. Communities of Phanat Nikhom are very active and have conducted a variety of community-based projects and activities. The Tessaban has also been active in communicating with communities through frequent meetings with leaders and community representatives. Because an ageing society was focused in Phanat Nikhom, health organizations and hospitals gave crucial voices in the PT meetings.

Table 4.3.1 shows the PT members of each city, which are categorized into four aspects. Besides these members, each Tessaban has assigned officials in various departments of the Tessaban as members of the PT members.

Table 4.3.1 Planning Team (PT) Members of Each Tessaban

Chiang Rai Phitsanulok Phanat Nikhom Social 䞉 The 6th Tessaban School 䞉 Former Director of 䞉 Tessaban Schools 䞉 Ratchabhat University Tessaban School 䞉 Community Leaders 䞉 Mae Far Luang University 䞉 Naresuan University 䞉 Community Public Health 䞉 Educational Institution Committee 䞉 Community Leaders Volunteer 䞉 Tessaban school teachers 䞉 Phanat Nikhom Hospital 䞉 Representative parents of 䞉 Elderly Club Tessaban school 䞉 Amphor Cutural Council 䞉 Community Leaders Environment 䞉 Provincial office of Environmental 䞉 IGES 䞉 Save the Earth Club and Natural Resources Industry & 䞉 President of Chamber of 䞉 Local commercials 䞉 Chamber of Commerce Employment Commerce 䞉 Handicraft Promotion 䞉 Provincial Tourism Council Center Urban 䞉 Tessaban Council --- 䞉 Tessaban Council Management Description 䞉 Many educational organizations 䞉 Several departments from 䞉 Many health-related join Naresuan University join organizations join 䞉 Management and Tourism 䞉 Active community department of Ratchabat organizations join University join

4-21 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Table 4.3.2 Planning Team (PT) Members of Each City (cont.)

Krabi Nan Khon Kaen Social 䞉 Amphor Cultural Council 䞉 Provincial Office of 䞉 Khon Kaen University 䞉 Community Leaders National Buddhism 䞉 Community Leaders 䞉 Krabi Technical College 䞉 Nan Hospital 䞉 Kindergarten School 䞉 Provincial Office of Public 䞉 The 3rd Tessaban School Health 䞉 Mahachulalongkornrajavi dyalaya University Nan (Buddhism University) 䞉 Rajamangala University of Technology Lanna 䞉 Nan Community College 䞉 Rachabat Uttaradit University Nan campus 䞉 Office of Non-formal and informal education 䞉 Love Nan City Foundation 䞉 Office of Nan Community Environment 䞉 Krabi Environmental ------Project Group Industry & 䞉 Chamber of Commerce 䞉 DASTA 䞉 Khon Kaen Next Decade Employment 䞉 Krabi Food Club 䞉 Chamber of Commerce Foundation 䞉 Federation of Thai 䞉 Chamber of Commerce Industry 䞉 Provincial Office of Sports and Tourism Urban 䞉 City Council ------Management Description 䞉 Local rooted 䞉 Many academic 䞉 Several departments of organizations are institutions join Khon Kaen University join relatively active 䞉 Tourism-related 䞉 “Smart City Project” 䞉 Well-balanced members organizations are also members are main part of active PT members Source: JICA Project Team

4-22 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Output of the Model City Project

As a result of planning process of SFCI, all six model cities formulated their respective SFC Plan and identified specific SFC programs as well as a list of SFC projects. JICA Pilot Project was also selected as a priority project which included preparing activities, and start-up projects. The outputs of the model cities activities are summarized below. Their details are summarized from Chapter 5 to Chapter 10.

Table 4.4.1 Summary of SFC Plans of the Six Model Cities

Tessaban Nakhorn Chiang Rai

SFC Vision and Vision: Chiang Rai, City of Happiness for All. Strategies Strategy 1: Infrastructure System Development for Safety in Life and Property. Strategy 2: Generation of New Values by the Interaction of All Ages. Strategy 3: Development of Health Service for All Ages. SFC Program Generation of New Value by the Interaction of All Ages y To provide opportunities to encounter various people. - Sister City Development - Create places to interact all generations at Doi Saken - Expand IT accessibility y To provide educational opportunities for capacity development. - The University of Third Ages (U3A) - Digital education for life-long learning - Promotion of philosophy of Sufficiency Economy JICA Pilot Project The Project for Promoting Interactions among the All Ages through Active Learning. y Component 1: Active Learning Courses for Elderly People y Component 2: Camp Program for Students y Component 3: Organic Vegetation Training for Community People y Component 4: Tourism Spot/ Program at Doi Saken Expected output y Active learning can make people develop skills. of SFC Program y Platform for interactions with all ages, which can make strong communities. y Learnings and interactions can make people have more confidence on the local culture, products, and identity. Long-term y Expect to upgrade the local culture, products, and identity new Chiang Rai impact of SFC values through interactions with all ages. Plan y To enhance Sustainability of Chiang Rai, in terms of sustained population, tourism promotion.

Tessaban Nakhorn Khon Kaen

4-23 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

SFC Vision and Vision: “Make the City Global, Create a Happy Society” and “Smart City” Strategies Strategy 1: Enhance “Centricity“ in Isan Strategy 2: Smart and yet Traditional Urban Renewal Strategy 3: Green and Quality Amenity City Strategy 4: Beyond car-oriented development Strategy 5: Sustainable Urban Growth with Nature Strategy 6: Design for All Strategy 7: Safe, Secure and Quality Living Environment SFC Program Beyond Car-oriented Development y Transit-oriented Development. y Development of high-order transit system along NH 2 as the main transit axis. y Extended feeder transit network in a hierarchical manner (smart bus stops with bicycle parking system, para-transit, taxis). JICA Pilot Project Public Transport Promotion Expected output y Higher number of public transport passengers and bicycle users. of SFC Program y Reduce barriers in the shift from private to public transport. y Improve security of bicycle parking facilities. Long-term y The project can promote public transportation multimodal connectivity, impact of SFC accessibility and information facilities and services. It can encourage more Plan people to use public transport and non-motorized transport and reduce traffic issues by shifting behavior from private transport to public transport.

Tessaban Mueang Krabi

SFC Vision and Vision: To make Krabi City as Art and Culture City with Tourism Strategies Strategy 1: Conservation & promotion of environmental and tourism resources program. Strategy 2: Conservation & promotion of cultural and tourism resources. Strategy 3: Promotion of CBT. SFC Program Enhancement on Dissemination of Andaman Culture y Improvement of Andaman Cultural Center y Development of Andaman OTOP Shop y Marketing and public relation promotion y Promotion of arts activities and cultural learning and teaching y Establishment of local support/volunteers group and their activities y Krabi Art Olympic 2018. y National artists exhibition y Development of international arts hall y Construction of historical tracing ship JICA Pilot Project The Project for Improvement of the Entrance Area of Andaman Cultural Center, Design and Construction of Local Beverage and Sweets Shop and Marketing and Public Relations Promotion. Sub-project 1: Improvement of entrance area of Andaman Cultural Center Sub-project 2: Design and construction of local beverage shop Sub-project 3 :Marketing & public relations promotion

4-24 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Expected output y Increase of visitors of Andaman Cultural Center through collaboration with of SFC Program other tourism destinations. y Increase of tourists visiting historical and cultural sites in Krabi Municipality through Community-based Tourism. y Revitalization of agricultural industry and relevant local industries. y Increase of employment opportunities. Long-term y Establishment of distinguished cultural tourism hub for people in the Tessaban impact of SFC Krabi and neighboring communities as well as domestic and international Plan tourists, which will promote sustainability of Krabi and its surrounding areas. y Provide lessons learned to other tourism cities, in terms of coordination between tessabans and regional tourism, community-based tourism, strategic tourism marketing, etc.

Tessaban Mueang Nan

SFC Vision and Vision: Nan, The Happiness and Living Old Town Strategies Strategy 1: Revitalization of Value of Nan’s Existing Culture and Traditions. Strategy 2: Improve the quality of life Nan-style. Strategy 3: Improve & Conserve the Quality of the Environment. Î Cross-cutting project of all 3 Strategies. SFC Program Experience Nan Live Museum along the Bicycle Route 1) Establishing bicycle routes or routes for demonstrating Nan’s museum --Increase attractiveness of routes to attain a HEALTHY NAN 2) Solid Waste Management for Nan for CLEANER NAN (to contribute in beautification of bicycle routes) 3) Increase green area for GREENER NAN (to contribute to beautification of bicycle routes) JICA Pilot Project “Experience Nan-the Living Old Town along the Bicycle Route” cross-cutting project y Component 1: Long Nan Information Center y Component 2: Lighting for Temples and Archeological Sites Projects y Component 3: Solid Waste Management Expected output y Encourage residents and tourists to acknowledge their unique traditions such of SFC Program as architecture, herbs /food, crafts, etc., and ways of life. y Improve solid waste management to be suitable for Nan’s lifestyle and contributing in the beautification of the bicycle lane. y Increased green area in houses and riverbanks and along the bicycle lane for beautification. Long-term y Value of old town and Nan’s way is promoted both for tourists and locals impact of SFC y Improve health and happiness for both tourists and locals by consuming clean Plan and safe food and through bike-riding exercises y Increasing green areas and apply proper solid waste management to reduce pollution and improve environmental quality

Tessaban Mueang Phanat Nikhom

4-25 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

SFC Vision and Vision: Livable City Strategies Strategy 1: Strengthen Phanta Nikhom as urban service center Strategy 2: Improve livability in Multi-generation Strategy 3: Utilize local resources for uniqueness as Phanat Nikhom SFC Program Provision of Urban Services for Various Generations and Their Lives in Comfort JICA Pilot Project Project for Introducing Universal Design in Phanat Nikhom y To develop universal design guidelines for Phanat Nikhom y To develop of a “long-term strategy” to introduce universal design in Phanat Nikhom and to identify “required projects” y Priority project improvement Expected output y Guideline for universal design including the components of infrastructure, of SFC Program building, facilities/equipment and public awareness y Diagnosis map through workshop/ interview survey and location of problems y Long-term strategy and project list y Implementation of priority project

Long-term y Livable city for all ages can enhance centrality of Phanat Nikhom, which can impact of SFC sustain people in Phanat Nikhom and thus sustainability for Phanat Nihkom. Plan y To provide lessons learned for other cities with similar ageing communities, in terms of comprehensive strategies for universal design.

Tessaban Nakhorn Phitsanulok

SFC Vision and Vision: Central City with Nice Landscape and Happy Citizens Strategies Strategy 1: Encouragement of next leading businesses Strategy 2: Improvement of Naa Yuu (sustainability) and Local Pride for All generations Strategy 3: Provision of Infrastructure Utilities for Safety and Sufficient Living Environment SFC Program Preparation for Aged Society y Hardware improvement y Software improvement y People-ware development y Database and IT system to serve social welfare and medical services for the elderly JICA Pilot Project The Pilot Zone for Creating Sustainable Ageing Society y Apply universal design concepts to design infrastructure and public facilities 㻌 (hardware) y Care system integration (software) y Capacity development (people ware) y 10-year strategic plan Expected output y Improve infrastructure supporting all standards for the elderly and people with of SFC Program disabilities y The integrated care system can make people get efficient social welfare services

4-26 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Long-term y Contribute to create “a livable city for all people” including the elderly and impact of SFC people with disabilities. It may generate social sustainability for Phitsanulok in Plan the long-term. y Transfer lessons learned to other similar-size Tessaban Nakhorn including their surrounding tambons. Source: JICA Project Team

Table 4.4.2 Summary of Short-term Actions with Expected Budgeting

Project Project Description Budget (THB) Status Implementing Body Chiang Rai Developing Doi Saken Community Area to be a source of learning and as a new tourism spot: Keeree Chai Yama. Most short-term actions will be conducted under the Tessaban’s budget. The following mid-to-long term actions are being coordinated with relevant departments. Construction of Sky - Foot path development within 15 mil. Being prepared DLA Subsidy Walk. Doi Saken area. under FY 2019 budget Construction of 22 mil. Being prepared Northern Regional buildings supporting under FY 2019 Dev. Budget the use of children, budget youth, people and elderly. CBT for touching - To realize sufficiency economy 1.0 mil. Being prepared For short-term by lifestyle following philosophy through (200,000/year) Tessaban/ 㻌 Ministry sufficiency economy community-based tourism. of Tourism or Sport philosophy. Sports field 300,000 Being prepared DLA Subsidy improvement. under FY 2019 budget Khon Kaen Roadmap for public transport promotion has been developed under the SFCI. Short Term Action Plan is shown below, of which the detailed financial sources will be discussed under Smart City Committee after completion of JICA Pilot Project. Linkage information - Create route map for transit 1.0 mil. 2018 -2019 Khon Kaen Smart City system. Operation Center Place information - To create map surrounding 10.0 mil. 2018-2022 Tessaban each bus stop. Public transport - To improve facilities in the bus 10.0 mil. 2018-2022 Tessaban support stop. Data management - To create mass transit 10.0 mil. 2019-2020 KKU management system including data collection and analysis. Public transport app - To develop application 5.0 mil 2019-2020 KKU software to support songthaew users. Cashless payment - To introduce RFID smart card 1.0 mil. 2019-2020 PPP (public-private system for songthaew partnership) operating system. Skills development - To improve management of 2.0 mil. 2019-2021 KKU of service providers service providers. Accessible public - To develop an integrated 2.0 mil. 2019-2021 Tessaban transport transit transit hub.

4-27 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Multimodal - To promote multimodal public 20.0 mil. 2019-2023 PPP transport. Marketing campaign - Marketing campaign to 2.0 mil. 2018-2019 PPP encourage use of public transport. Public space - To create attractive public 30.0 mil. 2019-2023 Tessaban space. Krabi Action list under SFC Strategy “Conservation and Promotion of Cultural and Tourism Resources in Krabi urban area and Surrounding Beaches” was prepared, of which the short-term action projects are shown as below. Construction of Local - Construction of OTOP shop 21 mil. Under Community Community Products building. Procurement Development and Andaman OTOP - Café next to this building is process Department Shop being developed under JICA Pilot Project. Thailand Biennale - International Arts event in 50 mil. 2018.11~2019.2 Krabi Cultural Office Krabi 2018 Andaman Cultural Center International Art Hall - Development of Arts Hall 90 mil. Being prepared Krabi Changwat under Regional Development Plan (FY2019) Nan Under Nan Old Town Museum Development Plan, action lists have been prepared under 3 strategies, of which the short-term action projects are shown below. Design Installation of - Installation of lighting based 30 mil. (first 2019 Department of Fine Lighting at historical on the detailed design year) Arts sites prepared under JICA pilot 62mil. (overall) 2020- project. Underground electric - Put electric lines in the city 700 mil. 2018-2022 Provincial Electricity lines project center underground. Authority Phanat Nikhom Action list under SFC Strategy ”Improve Livability in Multi-generation” and barrier-free guidelines was prepared, of which the short term projects are shown below. Phanat Nikhom - Renovation of the stadium to 2 mil. FY 2019-2020 Tessaban Stadium be suitable for all ages (based Thai Health Improvement Project on the guideline prepared Promotion under JICA pilot project). Foundation Tessaban Mueang - Renovation of the public park 3 mil. FY 2019-2020 Tessaban Phanat Nikhom Park to be suitable for all ages Thai Health Improvement Project (based on the guideline Promotion prepared under JICA pilot Foundation project). Bike Lane - development of the 2.6 km 1.04 mil. FY 2019 Tessaban Suggestion Program bike lane. Project - To promote activities for all ages in communities. - To reduce cars in Tessaban. - To improve livability of Tessaban. Public Parking Lot - To add more facilities for 190,000 FY 2020-2021 Tessaban Improvement Project public transportation in the Thai Health Tessaban. Promotion Foundation Phitsanulok 10-year Strategy for Sustainable Ageing Society was prepared through SFCI, comprising four strategies and 49 projects. Most of the short-term actions will be conducted under the Tessaban’s budget. The following mid-to-long term actions are being coordinated with relevant departments.

4-28 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Promotion of career - Career training for the elderly 300,000/year FY2019 Tessaban/ Provincial training and income (vegetable planting, food Ministry of Society generation processing, invention etc.) Construction and - Universal design strategy 150,000/year FY 2019 Tessaban/ Changwat renovation of - Construction and renovation footpath and road of the footpath. for all Source: JICA Project Team

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Objectives:

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Goals:

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 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

6. Tessaban Nakhorn Khon Kaen

6.1 SFC Plan, Program, and Projects

6.1.1 Outline

1) Location and Position in Regional Context

Figure 6.1.1 Location of Khon Kaen

Tessaban Nakhorn Khon Kaen is located in the center of the Northeast Thailand (Isan). It is located 152 km from Nakhorn Ratchasima and 137 km from Udon Thani. Topographically, the area is flat.

2) Regional Accessibility There are no international flights available from Khon Kaen airport (still planning stage). Domestically, there are air routes to Bangkok, Chiang Mai and Hat Yai. The main road access is via NR 2 and 12. Going southbound on NR 2, Nakhorn Ratchasima can be reached while Vientiane can be reached via Udon Thani in the northbound direction. Eastbound on NR 12 leads to Kalasin while on the westbound route will lead to Mawlamyine (Myanmar) via Phitsanulok. In the Khon Kaen urban area is a circular bypass road (NR 230) located 10 km from the center and this is the border of the metropolitan area of Khon Kaen. Bangkok, Laos, Laem Chabang (via Kaeng Khoi and Khlong 19) are connected to Khon Kaen via railway.

3) Position in National and Regional Development Policy Khon Kaen is located on the intersection of the east-west GMS and north-south corridor and is the economic, political, services and logistics center of Northeast Thailand. Also, Khon Kaen is the education and medical hub of Northeast Thailand.

4) Khon Kaen Urban Area Khon Kaen Urban Area includes Tessaban Nakorn Khon Kaen (Tambon Nai Mueang), Tambon Samran, Tambon Sila, Tambon Muang Kao, Tambon Tha Phra, Tambon Phralab, and Tambon Baan Ped. Its population is 256,000 and area of 283.24 km2 with a population

6-1 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

density of 900 persons/km2.

5) Tessaban Nakhorn Khon Kaen Tessaban Nakhorn Khon Kaen has a population of 118,262 although its population has flat-lined (a slight decrease in population). Its area is about 46 km2 and population density is 2,550 persons/km2.

6.1.2 Current Situation

1) Economy Khon Kaen is an ancient city having been continuously inhabited since the 17th century. Khon Kaen became the center of Northeast Thailand because of the Friendship Road (NR 2) that was built in the 1950s and the 1st NESDP from the 1960s. It attracted strategic investments (such as the Khon Kaen University, Khon Kaen Airport and the Ubol Ratana dam), large economic growth has continued in Khon Kaen area.

In Changwat Khon Kaen, the main industries are manufacturing and trade. The financial and service industries are currently growing. In terms of employment, agriculture accounts for 30% while sales/service accounts for 20% and is growing. On the one hand, Khon Kaen urban area, the main industries are trade, finance, services and logistics. From the 1960s, a number of local enterprises have grown and most of them have continued to be in business. These local enterprises have a strong presence in the Khon Kaen business community although in recent years, the vitality of the trade businesses inside the city has stagnated.

As a result of Thailand’s economic growth, the income levels in the surrounding agricultural areas have correspondingly increased and the purchasing power has also increased. Under such a trend, a number of commercial facilities concentrated in Khon Kaen urban area and Khon Kaen has grown making the area a center of regional commercial activities. In addition, 2015 data show that around 3.8 million (3,880,000) tourists annually visit Khon Kaen, of which 60,000 are from overseas. A big percentage of these visitors are business visitors since the city of Khon Kaen doesn't have many tourist attractions.

2) Society From 2005 to 2015, the population of Khon Kaen province had annually increased by 0.3%, which implies an annual outmigration of 0.2% compared with the national population growth at 0.5%. For the same period, in the Khon Kaen urban area, the population growth was the same as the provincial level, at 0.3% annually, which implies a population outflow as well at around 0.2% annually. In Amphoe Muang Khon Kaen, the population as of 2013 was 396,510.

In Tessaban Nakhorn Khon Kaen, the population in 2005 was 120,350 and has decreased at a rate of 1.4% annually by 2012 (based on the number of registered residents). After 2012, the population started to increase again.

6-2 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Figure 6.1.2 Population Trend in Khon Kaen Urban Area and Tessaban Nakhorn Khon Kaen

upper 80 years upper 80 years

70-74 70-74 60-64 60-64 50-54 50-54 40-44 40-44 30-34 30-34 20-24 20-24 10-14 years 10-14 years less than 1-4 less than 1-4 -10000 -8000 -6000 -4000 -2000 0 2000 4000 6000 8000 -15000 -10000 -5000 0 5000 10000 15000 2015 2005 2015 2005 Female Male Female Male Female Male Female Male Population in Tessaban Nakhon Population in Khon Kaen Urban Area Khon Kaen in 2015 and 2005 in 2015and 2005

Figure 6.1.3 Population Pyramid in 2005 and 2015

Considering the growth in the economy, although the registered population has decreasing, the un-registered population might have increased. (It’s still unknown why the registered population decreased). The young generation (less than 20 years of age) has been decreasing while the population of the young adults (ages between 20-24) has been increasing and so the proportion of young adults is high. Furthermore, the aging population has progressed (13.9% elderly as of 2015), which is lower than the national average.

There are many kindergartens, nursery schools, primary middle and secondary schools operated by private sector, provincial and municipality. Khon Kaen is a good location for all kinds of education facilities. Within the Khon Kaen urban area, there are six universities. Khon Kaen is an education hub for higher education in Northeast Thailand or even one of the hubs for higher education in all of Thailand. Khon Kaen attracts children and students from surrounding areas so its daytime population is large. The Khon Kaen urban area also attracts students from surrounding areas (there are around 75,000 students), Therefore the proportion of 20-24-year-old people is extremely high. Besides, Khon Kaen has various employment opportunities in the tourism, trade, logistics and service sectors. In spite of the employment opportunities for its young population, most of the young workforce pursue employment outside of the Khon Kaen urban area. (According to the data, compared to the proportion of 20-24-year-old people, the proportion of 25-29-year-old

6-3 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

people instantly decreased)

3) Environment The water quality in rivers and canals and the air quality in the Khon Kaen urban area meets the environmental standards. Even though, in 2006 at the Rong Muang Canal, BOD value exceeded the water quality standards. Generally, Tessaban Nakhorn Khon Kaen, so far, has no report on environmental pollution. Although the Tessaban has 100% coverage of water supply, the sewage system covers around 78% of the Tessaban area. At this moment, there is no water pollution in the rivers. Because of its lowlands, the eastern side of the Khon Kaen urban area (the light green area in the map) is a high risk for flooding.

Volume of waste is 250 tons per day, of which around 40 tons are taken in from surrounding areas. Around 0.5% of the garbage is sorted into different types of waste. Tessaban Nakhorn Khon Kaen has a final disposal site in Amphoe Non-Thon, 17 km away from the city of Khon Kaen. Inside this disposal site, an incineration facility is currently being constructed. It will have the ability to process 600 tons of garbage per day.

4) Urban Development and Infrastructure The urbanized area is being expanded on the north-south direction along NR 2 and east-west directions of National Highways 12. The urbanized area has expanded by 800 ha from 8500 ha in 2010 to 9,300 ha in 2015. The population has been moving from the Central Business District (CBD) to the suburban area. However, urban renewal has not been aggressively pursued in the CBD.

On the main roads (NR 2, NR 12 and the bypass road), there is heavy traffic. In particular, there are large numbers of accidents on the friendship road. The NR 2, an intercity arterial road runs through the central area of the city. Because there is a bypass, trucks do not enter the city but large through-traffic runs NR 2. There are some public transportation modes provided within the Tessaban which are songtaew and taxis. Moreover, the bus terminal (located on the ring road) and the CBD is not well connected.

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Figure 6.1.4 Mapping Analysis of Tessaban Nakhorn Khon Kaen

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5) Urban Management The city has many strengths when it comes to the issue of future management. First, Tessaban Nakhorn Khon Kaen has a strong leadership of the mayor and top administration officials. The mayor, city government and local chamber of commerce share a common goal and vision. Another point is that local entrepreneurs have formed a think-tank that proposes policies for the city and has organized the formation of businesses and conducted investments. Moreover, Khon Kaen University also helps Tessaban Nakhorn Khon Kaen by providing intellectual resources to support the city. There is a strong framework of linkage with the surrounding tessabans and TAO. They have concluded an MOU to promote public transport and have organized a committee. On the other hand, In the process of this SFC, there is few involvements from the Changwat

In order to incorporate the opinions of residents in the decision-making process, the city has applied participatory process. Results of interview surveys show that residents are satisfied with Khon Kaen’s living environment but they expressed a necessity and a dissatisfaction when it comes to issues on housing, disaster prevention and construction of urban utilities.

6.1.3 Future Perspective under Current Trend

1) Economy and Society The economy of the Khon Kaen urban area is based on manufacturing, trade, finance, services and has potential for the city to be a hub for agricultural products processing and a hub for logistics. The city now has a potential for continued smooth economic growth.

Figure 6.1.5 Population forecast between 2010 and 2035

The city holds a lot of potential as a strategic city located on the intersection between the GMS north-south corridor and the east-west corridor, and the arrival of the AEC. It important to note that there is the possibility of growth in the trades and service sectors. The metropolitan area and city of Khon Kaen are both experiencing an increase in population. However, the growth rate is gradually decreasing and this growth will reach its peak in 2030 and then decline afterwards. Thanks to the universities and other educational institutions in the area, the young population is relatively large and its aging population is not advancing.

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2) Environment and Urbanization

Figure 6.1.6 Change of Urbanized Area

New urban development is expanding in the suburban area. This means that the prevention of disorderly development and sprawl is necessary. The increasing population will increase demand for urban utilities, which will require the construction of additional facilities. Since the population will reach the peak by 2030, there is the possibility that compact urban development in the long term is necessary. An urban development plan should consider such a trend as well.

6.1.4 Assessment of Sustainability

1) Economic Sustainability The economics of Khon Kaen is stable with the service and manufacturing industries as the main industries. The tourism industry is also bullish even if majority of visitors are for MICE and business trips. Interestingly, the area holds a potential for international logistics, where Khon Kaen can become the logistics center for Northeast Thailand along with the concomitant establishment of processing and logistics of agricultural products. These industries have the possibility to help the Tessaban develop a next generation economy for Khon Kaen. Consequently, from now and onwards, Khon Kaen can probably sustain the centrality of the economy. However, in order to strengthen Khon Kaen’s role as the center of the economy in Northeast Thailand, Khon Kaen needs to develop white collar industries such as those for management, planning, sales, technical jobs, IT, manufacturing

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innovation and logistics sectors in the metropolitan area.

2) Social Sustainability The Khon Kaen urban area has many higher educational institutions and many job opportunities for young people. Every generation can continue residing in the Khon Kaen urban area in a sustainable manner, which is a testament to the positive cooperation with the local industries, universities and the local government. Another point is that medical facilities are also satisfactory and Khon Kaen attracts patients and medical practitioners from surrounding provinces. Consequently, it is evident that social stability and sustainability will continue in the future.

3) Environmental Sustainability Due to the risk of floods in the eastern area of the Khon Kaen urban area, it is desirable to focus on the development of north-south and western directions. As a result, main issues of urban management would be to control the development on the eastern side (It should be noted that to completely restrict development would mean that the tambon would have no growth), to encourage development on the north-south direction and western direction, to restrict urban development along suburban roads, to ensure access between the new urban areas and the CBD, to construct infrastructure, and to supply urban services. The issue for the provincial and national governments is infrastructure development and the improvement of the urban environment in the small-scale and financially weak tessabans and TAOs which are located on the outskirts of Khon Kaen. It is important to know that urban transport countermeasures, such as public transport, will become high priority in the CBD of Khon Kaen. Since population is shifting toward the suburban area, there is the fear of a “hollowing out” in the central area.

6.1.5 Review of Existing Plans

Based on the above viewpoints, the LSDP from the city and the Comprehensive Plan were examined.

1) Local Strategic Development Plan Tessaban Nakhorn Khon Kaen’s vision: “To Create A Happy and Global City through the following five objectives: 1) To improve its economic and cultural centrality, 2) To promote infrastructure development, 3) To improve its living environment, 4) To make a healthy city and, 5) To improve governance.

The plan comprehensively covers economic, environmental, and social aspects with a special focus on governance as a basis to promote comprehensive development. It is quite significant in the need to promote a sustainable future city in Khon Kaen.

The “Smart City” concept comprises the following elements: 1) Smart Economyࠊ2)Smart Transportࠊ3)Smart Space. The Smart City concept is a vital measure that will address LSDP’s objectives of: 1) To improve economic and culture centrality, and 2) To promote infrastructure development and improve its living environment.

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2) Comprehensive Plan Considering the current population and its existing urbanized area, the future urbanized area in the Comprehensive Plan seems quite large for its future population. Since there is a projection that the study population will start to decline after 2030, a compact city structure can be an alternative for the Khon Kaen urban area.

In the Comprehensive Plan, the planned CBD area is envisioned to grow and expand along NR 2 and NR 12, which is different from the existing CBD area. In order to realize the planned urban structure, strong measures are required to promote urban development. (i.e., infrastructure development and special district treatment to induce urban development with tax exemptions and floor area ratio bonuses.)

The TAO and tessaban on the east of Khon Kaen have few development potentials. At least, existing urbanized area should be considered, such as multi-polar compact cities that connect to each other.

3) Provincial Strategic Development Plan

Figure 6.1.7 Khon Kaen City Comprehensive plan

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6.1.6 Sustainable Future City Plan

1) Future Vision Vision of Tessaban Nakhorn Khon Kaen: “Create a Happy and Global Society”

“Smart City” concept is shared among many of the PT attendees.

2) Issues to be Addressed The sustainability of Khon Kaen can be kept at a high level by bringing out its maximum economic driving force with continued careful consideration on the environment in the course of its urban expansion.

The Khon Kaen urban area is expected to become an Isan’s economic growth center that is supported by national development policies with a focus on: 1) decentralization of the Bangkok centered economy and 2) equal and balanced development of the country.

In this context, four key issues were identified:

ʀ How to bring out its potential as an attractive destination for industrial development (investment) with consideration on global trends, such as the globalizing world economy, tendency towards soft/service economy, increasing use of ICT/AI in production process, etc.

ʀ In this context, what kind of spatial development strategies should be employed?

ʀ How to tackle the hollowing out phenomenon (de-population and de-industrialization of the central part of Khon Kaen) and uncontrolled urban sprawl in the sub-urban areas.

ʀ How to increase the degree of satisfaction of Khon Kaen residents.

3) SWOT on Future Vision Strength Opportunity y Institutions of higher education. y Increasing purchasing power of residents y Existing urban facilities. in the surrounding areas of Khon Kaen y Existing business entities. urban area in Isan. y Quality and young labor force. y Increasing purchasing power and y Transport infrastructure (roads, preference of urban residents in major railway, airport). cities in the country such as Bangkok for quality agricultural products and processed foods. y Induced traffic volume of commodities will lead to new logistics business. y Increased opportunity for having branch offices of major companies.

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Weakness Threat y Shortage of urban infrastructure. y Loss of growing opportunities caused by y Flood problem in the western part lack of industrial policy and promoting of the city. attraction of companies to Khon Kaen. y Limited job opportunities for y Hollowing out of the central urban areas. younger generations. y Uncontrolled urban sprawl and y Limited number and scale of corresponding environmental retailing business. deterioration.

Strengths: existing capabilities that can help with the overall strategy.

Weaknesses: existing limitations that can prove to be obstacles to the strategy.

Opportunities: external / future factors that could help the strategy.

Threats: existing and emerging external factors that can prove to be obstacles to overall strategy.

4) Basic Direction Maximum Utilization of Existing Assets: to bring out the potential for the existing accumulation of business entities, industries, educational facilities, etc, and to promote further development of economic infrastructure that can attract more social and economic activities as one of the centers in Isan and for the subsequent generations.

Quality Infrastructure Development: economic infrastructure such as transportation, communications, energy, logistics network should be developed using state-of-the art technologies, even as careful consideration on the traditional aspects is also encouraged at the simultaneously.

Inclusive Infrastructure Development: include all stakeholders in the opportunities for development. This can be achieved through enhancing opportunities for the participation of all stakeholders in the planning process. The future of the people in the area should be developed in an inclusive manner by paying attention to various and different aspects, fields, values, etc.

5) SFC Strategy Strategy 1: Enhanced “Centricity” in Isan

Program x Regional Creative Center – leading smart city x Regional Transport Center x Regional Logistics / Trade Center x Regional Industrial Center x Regional Financial Center x Regional Cultural Center x Regional Conference Center x Regional Education Center x Regional Medical Center x Regional Shopping Center

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x Regional Entertainment Center x Regional Tourist Attraction Center

Strategy 2: Smart and yet Traditional Urban Renewal Program x Revitalization of the existing commercial streets – retain the cultural identities of smaller businesses and communities, support their sustainable growth with modern and advanced technology x Enhanced connectivity between existing commercial streets and the emerging new development centers (new Transport Oriented Development (TOD) Axis) x Urban renewal / regeneration with TOD and ICT - increase modern housing units and offices with high-end ICT service in TOD centers

Strategy 3: Green and Quality Amenity City Program x Maintain the existing urban parks, water bodies and natural green spaces x Green network – connected urban parks through a green network x High quality garden development in TOD centers

Strategy 4: Beyond car-oriented development Program x Transit oriented development - promote high quality TOD centers with a mixed- use, mid density form of development and connecting to TOD centers through transit systems x Development of high-order transit system along NR 2 as the main transit axis with TOD through a mixed- use, higher density form of development x Extended feeder transit network in a hierarchical manner - Smart Bus Stop with bicycle paring facility - Para-transit - Taxi

Strategy 5: Sustainable Urban Growth with Nature Program x Controlled urban expansion (urban growth boundary) and encourage TOD centers through a mixed-use, medium density form of development and discourage scattered housing development in a form of lower density x Yet, create high quality, low density neighborhoods that will contribute to the cultural identity of Khon Kaen (or Thailand) x Design with nature – city-wide flood disaster management

Strategy 6: Design for All Program x Plan urban block sizes that promotes connectivity for public transit and a vibrant public realm x Promote equitable access to community facilities and social amenities x Application of Universal Design for urban renewal / regeneration

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Strategy 7: Safe, Secure and Quality Living Environment Program x Enhanced safety and security of the living environment for child-rearing x Comfortable living environment that will cater to an aging society x Increased community engagement

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6.2 Project Implementation Support

6.2.1 Roadmap Development

Due to its ideal location sitting at the crossroads of a significant route along the north-south east-west regional corridors, Tessaban Nakhorn Khon Kaen will be a regional center of transportation. For it to maximize the desired benefits, the city’s public transportation should be improved not only to promote the city’s economy but also to develop its quality of life and environment through an efficient transport services. An efficient transportation system can negate the negative impacts associated with poor transportation planning and services such as traffic congestion, pollution, a stagnating commercial center, etc. It is for these reasons that Tessaban Nakhorn Khon Kaen should focus on transportation issues.

Therefore, the project to promote the use of public transportation under Strategy 4: Beyond car-oriented development was selected as the sustainable transportation plan. As informed by the SFC Plan, it is a significant challenge to encourage Khon Kaen residents to use public transport services in their daily routines. In addition, there is an urgent necessity to find a smart way to encourage residents to use the public transport systems in the near future. Therefore, it is important to prepare a roadmap for the public transportation promotion program. The objective of this is to develop the current services and qualities of public transportation for policymakers and operators in the city. Also, it aims to shift the transport behavior of citizens in favor of public transport services, especially for urban public transportation.

Figure 6.2.1 Process of Roadmap Development

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Figure 6.2.1 shows the Roadmap Development process. It began by reviewing the literature to identify the main indicators that would promote the use of public transportation. With this point, research on various promotion methods for public transport in the world could be conducted to encourage the use of public transport in the context of Tessaban Nakhorn Khon Kaen. After that, the conditions of the existing and future public transport systems and services; including smart bus, songtaew and proposed light rail transit (LRT) system; were collected and analyzed following a series of in-depth interviews with relevant agencies and site visits.

In order to realize the roadmap, Smart Mobility Committee was established to act as a sub-committee to the Smart City Committee at the beginning of project. The sub-committee is chaired by vice governor and its members are comprised of representatives of the Provincial office of Department of Land Transport, Manager of office of the Digital Economy (Central Northeastern), Assistant Director of Khon Kaen University (infrastructure division), Representative of enterprise: Khon Kaen City Bus Transit, two representatives of songtaew enterprise, Representative of Khon Kaen City Municipality, Representative of Khon Kaen Provincial Administration Organization, Representative of Traffic Police, Representative of DPT, Representative of Khon Kaen Transit System and Representative of Chamber of Commerce with Assist. Prof. Rawee Harnpachern as secretariat. Their main duty is to plan and formulate a strategy on public transportation that would enhance a sustainable and concrete Smart City development as well as to integrate, coordinate and inspect relevant projects that has the responsibility between the public and private sectors or other relevant agencies, including the supervision, monitoring and evaluation of the implementation of projects in support of the overall Smart city development goal.

Next, the above researches were reflected in the questionnaire design in order to identify current issues, supplies and demands of users, non-users and operators. In order to gather current demands and supplies of transport services, the questionnaire for users, non-users and operators was developed using the methodology below.

Figure 6.2.2 Questionnaires Framework

In Figure 6.2.2, the proportional quota sampling, stratified random sampling, and random

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sampling were deployed to a selected 1,109 respondents that included public transport operators and public transport users, along with 109 respondents from urban public transport operators including both drivers and owners of vehicles, and 1,000 respondents coming from urban public transport users within Khon Kaen City. Mainly, the questionnaire was designed to evaluate the quality of the transport system and the satisfaction of users, non-users and operators. The result of questionnaire was used for roadmap development and the identification of projects that promote the use of public transportation. Details of the questionnaires sampling are described in Table 6.2.1.

Table 6.2.1 Number of Questionnaire Sampling

Type Target number Locations Total Household 400 (40%) Amphur Mueang 196 Sila 85 Mueang Kao 47 Bann Pet 72 Student 200 (20%) Khon Kaen University 100 Khon Kaen Vit 50 Technic school 50 Passenger 400 (40%) Bus terminal 1 50 Bus terminal 2 50 Bus terminal 3 50 Bus stops along the road 250 Total 1000 1000 Source: Local Consultant for Khon Kaen City

A focus group discussion (FGD) was conducted to present the results of the questionnaire survey and to gather ideas/comments from relevant sectors. The FGD was comprised of representatives from 38 organizations; such as the members of smart mobility committee, Director of Tourism Authority of Thailand, Khon Kaen Office, Director of Customer Service of CAT1, Region Northeast (CAT), National Statistic Office, Social Enterprise Organizations (Mayday), Khon Kaen University (Dean of the College of Local Administration), operators of paratransit, and private sectors, especially those coming from local companies. In the discussion, the principles and rationale of the project and the results of the data analysis were presented and discussion focused on the current situations and problems of public transport in order to gather their concerns and comments. The results of FGD were concluded and converted as part of the roadmap to promote public transport in Khon Kaen city.

6.2.2 Existing Public Transport in Khon Kaen

The potential and rapid growth in Khon Kaen has been substantially aided by the existence of the Khon Kaen Airport; where is located a few kilometers west of downtown;

1 CAT Public Company Limited, which was corporatized from the Communications Authority of Thailand under the Corporatization Act B.E. 2542.

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and Railways Station whose line lies on the northeastern route in Nai Mueang Subdistrict, running from Hua Lumphong Station in Bangkok, passing through Khon Kaen to Nong Khai province; mainly serving outsiders or visitors. Both modes play a key role in the region's infrastructure development both geographically and economically. Linking up accessibility with these transportation system, Khon Kaen also has an urban public transportation system that mainly serves residents and citizens who travel within the urban area. The urban public transportations can be divided into three existing modes and one future mode. The details of these modes are summarized as follows:

1) Songtaew Songtaews are covered pickup trucks with rows of seats in the back that transport and pick people up along routes that functions both as a share taxi and a bus that is popularly used in local cities of Thailand. Songtaew is a part of an informal public transportation system and serves fixed routes in most urban areas both within the city and is also used for longer routes between towns and villages. They usually run fixed routes using a preset fare matrix. They are very popular among locals as well as travelers and typically is the cheapest mode of transportation available.

Figure 6.2.3 Songtaew Route

Currently, in Khon Kaen City, there are 629 songtaews, divided into 19 routes, as shown in Figure 6.2.3. These routes include 2, 3, 4, 5,6, 8, 9, 10, 11, 12, 13, 16, 17, 18, 19, 20, 21, 21, 22, and 23 that are being operated within the city. They can be distinguished by their color and numbers, which correspond to their respective route origins and destinations. They also have an interchange spot from one to another. The fare for songtaew has been set from 9-13 baht for each trip. The operating time mostly starts from 06.00-19.00 daily. There are seven major operators of the songtaews who have registered to operate within the city. However, each company may own more than one route of service that is

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provided to them.

2) Khon Kaen City Bus Khon Kaen City Bus is an urban bus service that registered in 2015. The bus line operates day and night for a 24-hour service. Daytime service runs from 06.00-20.00 with an interval every 10 minutes while its nighttime service runs from 20.00-06.00 with an interval every 30 minutes. The fare is 10 baht for student passengers and 15 baht for ordinal passengers for all routes. Currently, the service has 10 buses, which serves three lines, namely Red, Green, Blue lines. Each line has different destinations but has interchange spots to enable passengers to shift their trips and destinations from one to another line or to another mode of transport. As of now, the Khon Kaen airport route is currently open and serves commuters from 7.30-22.30 daily with the same fare as those of the other three lines.

Source: Khon Kaen City Bus

Figure 6.2.4 Khon Kaen City Bus

Figure 6.2.5 Khon Kaen City Bus Image

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This bus is such a modern urban public transport mode because each bus is equipped with up-to-date technology such as CCTV, GPS, Internet (free WIFI) and convenient seats and comfortable air-conditioning. In addition, to make the passengers easy to trace the movement of the bus running, the company also provides a free internet application as KK Transit so that passengers can learn the following information: when a bus would arrive, their designated waiting points, and what bus is coming allowing passengers to avoid long queues and waiting time at the bus stops.

3) Khon Kaen University (KKU) Shuttle Bus The Khon Kaen Shuttle Bus service mainly serve students in Khon Kaen University although it is connected to other urban transport modes with a carrying capacity of about 40 passengers. The bus service operates from 7:00 a.m. up to 21:00 p.m. It charges no fare for all passengers within Khon Kaen University. There are six routes, each differing from the other through colors codes (i.e. blue, red. orange, green, yellow, and purple.) The bus service has comprehensively covered its destinations within its area such as the faculty buildings, learning institutions, libraries and all the other areas within the university route like the Complex and night markets.

Figure 6.2.6 Khon Kaen University Shuttle Bus

Interestingly, to avoid a long waiting time at bus stop, KKU shuttle bus also has its internet application, known as KKU Smart Transit, where passengers and students can access the movement of the buses and know when and where the buses are. Each shuttle bus is equipped with services as Khon Kaen City Bus. Moreover, the bus station also applies new technology and conditions to let the passengers know when a shuttle will arrive and can protect them from rains and hot weather. To keep environmental qualities, all KKU shuttle buses use NGV for their daily services.

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4) Light Rail Transit (LRT) This project was originally initiated from the mass transit in Khon Kaen known as Bus Rapid Transit (BRT). It was first started in 2012 as a BRT plan and then was switched to an LRT in 2015. Due to the fact that Khon Kaen citizens have the same opinion and need for a public transport system as an LRT, all sectors in Khon Kaen, both public and private also support and agree to develop an LRT in Khon Kaen. As a result, Khon Kaen was analyzed and approved by OTP and is deemed with a potential for the location and development of an LRT system as a viable mass transit network to solve transportation problems in the future.

Figure 6.2.7 Light Rail Transit Route in Phase 1

Khon Kaen LRT is recognized as part of Khon Kaen Smart City development project. It aims to integrate with future plans that include a two track-rail project, airport development program, and North East High-speed rail in Thailand. The LRT line will run on a north-south axis along Mittrarhap road going through the center of Khon Kean city consisting of 21 stations from the first station located at Samran (Samran station) to the 21 stations located at Tha Phra (Tha Phra station). Khon Kaen LRT will pass through five municipalities with 26 km of system length. Its first phase was planned for 22.6 km consisting of an initial 16 stations serving up to 180 passengers per train. The stations will be built in six different types. Phase 2 of the project will extend the line by 3.5 km and add five more stations.

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Figure 6.2.8 Light Rail Transit Stations

In order to operate and manage the LRT, Khon Kaen Transit System Company Limited (KKTS) was established under Ministry of Interior by five relevant municipalities. Tessaban Nakhorn Khon Kaen has an 80% stake in the company while Tessaban Mueang Sila, Tessaban Tambon Muang Kao, Tessaban Tambon Samran, and Tessaban Tambon Tha Phra each own a 5% share. The company’s missions are to operate and manage the urban transportation project in Khon Kaen, to operate and manage the development project relevant to transportation for making commercial profits and to control the operations of counterparties, LRT, maintenances, services and commercial developments that the safety, convenience and punctuality should be focused mainly.

In terms of para-transits, Khon Kaen has both formal and informal modes operating within the city including minibus (van), taxi, tuk-tuk and hired motorbikes. Most of these modes run in unfixed routes. Exceptionally, the minibus/van operates as a fixed route and is owned by Khon Kaen Transport Industry Club Company Limited that has been operating since 2011 in three locations, namely KKU, Central Plaza, and Bus Terminal 3. There are now 14 minibus/vans that serve these important nodes. The rest of the modes have unfixed destinations, fare and operational hours that mainly depend on the service and passenger’s destinations. In particular, the taxi and tuk-tuk are more expensive than the other urban public transports in Khon Kaen City.

Conversely, Khon Kaen City has different types of bus stops that also have formal and informal formats even though most bus stops were designed and supported by

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corporations working in tandem with the Department of Land Transport and the local government. Presently, there are 61 bus stops that are distinguishable by the presence of a simple pole or a flag sign marking the location along with a rudimentary shelter (seating place) and the modern structures (electronic passenger information systems). These 61 bus stops are located the Mueang Khon Kaen along the main streets including Klang Mueang Street, Na Mueang Street, Lang Mueang Street, Srichand Street, Pracha Samoson Street, Lao Na Di Street, Nasoon Rachakan Street, Langsoon Rachakan Street, and Ruenroem Street. The bus stops are arranged from north to south or west to east. The bus stops within Khon Kaen University are not included in these 61 bus stops.

Figure 6.2.9 Types of Bus Stops

6.2.3 Results of the Questionnaire Survey

Respondents, which were stratified per gender and age of the users, had clear delineations. Among the 1,000 respondents, the majority of urban public transport users were female, accounting for 64% over the male gender, which had 36% only. The urban public transport was not only used by Khon Kaen residents (74%) but was also patronized by outsiders (26%). Most of the users were within the 20 and 29 years old age bracket (35.9%). Nineteen years old also had a high usage rate (26.8%) compared with other age brackets. However, it was glaring that older passengers (59 years old and older) only had a 4.9% share of all users of the urban public transport system. It is evident that users of public transport were the young generation and working age people (53% of the respondents were students followed by workers and self-employed, 20% and 15%,

6-22 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3) respectively.) Household incomes were ranked from less than 10,000 baht per month up to more than 55,000 baht. Respondents who earned more than 55,000 baht a month had the highest proportion (20.67%), followed by users whose house incomes were between 10,000 baht and 15,000 baht (17.94%).

All in all, it can be concluded that most of transport users in Khon Kaen City are students and workers, with an average income of around 32,500 THB and that the public transport system serves for both Khon Kaen citizens and visitors. In this context, the promotion for the use of public transportation rightly serves the project target.

The results of questionnaire also showed that only 35% can afford private vehicles, especially cars, while 65% rely on public transportation. One of the common reasons was the inability to afford to purchase of cars and in procuring a driving license. Other reasons that prevented citizens from using car were traffic congestion, road safety, the issue of parking spaces, health condition, the lack of a driver’s license, and high cost of fuel /insurance.

Figure 6.2.10 Percentage of Transportation Modes

In terms of percentage of the transport modes, as shown in Figure 6.2.10, Khon Kaen citizens preferred the use of private vehicles rather than use of public transport. Noticeably, the share was 38.82% for motorbikes and 36.68% for cars. On the other hand, those who used public transport (e.g. bus and songtaew) was only about 19.41%. For the other modes (paratransit, walking, cycling and others) were even less common amounting for just 2.34, 1.62 and 1.12, respectively.

Regarding urban public transportation, the most popularity was songtaew (65%) followed by Khon Kaen Shuttle Bus and Khon Kaen City Bus, garnering 27% and 25%, respectively. In this context, it can be implied that songtaew has become the common mode of transport for passengers in Khon Kaen city because the service can reach the passenger’s locations and can literally transport them to wherever they want to go in the city thereby adding an advantage on convenience to songtaew users especially in light of the frequency of its service. This means that songtaew will play key role as small vehicle feeder that collects passengers from lower density areas and feed them onto larger

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vehicles for the line haul (LRT, Bus, high speed train etc.) to the destination of passengers. They will also function as a small vehicle distributor transporting the passengers from larger vehicles, or line hauls, to the destination if the passengers who are unable to complete their trips with pedestrian component within the walking radius area. Hence, the promotion of the use of public transportation focuses on “songtaew”.

In order to improve quality and promote the use of songtaew, the questionnaire considered factors that had a correlative impact on the use and non-use of this mode. Table 6.2.2 shows the factors that contribute to the use of the songtaew. Obviously the scope of service (the convenience in servicing origin and destination) was the most important factor. Also, the convenience and frequency of service was the second factor.

Table 6.2.2 Reasons for Using Songtaews

Service Aspects Frequency Percentage Service reached the passenger’s destination 391 27.08 Service reached the passenger’s location 352 24.38 The convenience of getting to the vehicle 273 18.91 Frequency of service 189 13.09 No personal vehicle (car/motorbike etc.) 71 4.92 Connections or transfers to another mode of transport 65 4.50 Comfortable 34 2.35 Others 32 2.22 Help the city to be environmentally-friendly 11 0.76 Safety 11 0.76 Good conditions of stop/station 8 0.55 Punctuality 7 0.48 Total 1,444 100 Source: Local Consultant for Khon Kaen City In contrast, Table 6.2.3 shows the factors that make people decide not to use songtaew. Personal reasons accounted for more than half of the factors which delved on service in the origin, destination and safety; while concerns on bus and station usage was the second most important reason at 12.73%. Also, convenience, frequency of service and lack of information had similar percentages at 3.27%.

Results of the satisfaction for the songtaew service (Table 6.2.4) mostly show a moderate level of satisfaction. However, the ease of transfer, fare and frequency had a good level, which implies that it is necessary to improve these aspects in order to reach a better service to provide effective options for the people. The travel time, frequency and punctuality stood at similar levels. It can be implied that the quality of its services should be improved to control people’s time or to allow them to plan their trips.

On the provision of information, the level of passengers’ satisfaction was moderate (Mean=2.47, SD=1.05) when it come to the information system for the songtaew. It was found that both public transport users and operators had problems relative to the

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information and data of the transport service. Passengers who made complaints on public transport mainly voiced the absence of available services, especially service in areas where passengers converged, such as information on departure and arrival time that can make the service follow punctuality, absence of service availability and alternatives where passengers can go (no route toward their expected destination), and insufficient information at stops/stations. Therefore, lack of detailed information, can limit the choices of using public transportation and can generate problems on public transport usage including the lack of connecting system, overlapping routes, insufficiency of service, conflict among the public transport operators, traffic congestion, accidents, quality of service, and the loss of trust from the public.

Table 6.2.3 Reasons for Not Using Songtaews

Service aspects Frequency Percentage Personal reasons (unnecessary, having personal vehicle) 148 53.82 No service reached the passenger’s location 35 12.73 Safety 28 10.19 The inconvenience of getting to the bus 11 4.00 Frequency of service 9 3.27 No information 9 3.27 Poor connections or transfers to other modes 9 3.27 Other 8 2.91 No service in origin and destination 7 2.55 Punctuality 6 2.18 Limited hours of operation 3 1.09 The location of stop/station is too far 2 0.73 Total 275 100 Source: Local Consultant for Khon Kaen City

Table 6.2.4 Satisfaction of Songtaew Service

Songtaew Level of Aspects of vehicle services Mean S.D. satisfaction Ease of Transfers 3.42 1.11 Good Affordable fare 3.59 1.10 Good Frequent service runs 3.55 1.09 Good Travel Time 3.05 1.08 Moderate Bus Frequency 3.21 1.08 Moderate Bus Punctuality 2.94 1.07 Moderate Detailed information System 2.74 1.05 Moderate Good attitude/usefulness of staff 2.93 0.97 Moderate Quality of bus stop/station 2.76 0.95 Moderate Safety 2.85 0.93 Moderate Overall quality of buses’ services 3.05 0.91 Moderate Cleanliness 2.79 0.91 Moderate Comfort 2.89 0.89 Moderate Current bus service 3.05 0.89 Moderate

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Total 3.06 1.00 Moderate Source: Local Consultant for Khon Kaen City In details, information on stop/station is the easiest way for songtaew users. 53.2% of the users had some form of information on the songtaew, such as time of operation, schedule and accessibility of services relative to the timetable at the bus stops/stations. On the other hand, 35.1% of users knew of such information through friends, family, and social media.

Source: Local Consultant for Khon Kaen City

Figure 6.2.11 Information Sources

The proposed aspects to improve the quality of songtaew services in the future were prioritized by respondents (Table 6.2.5). It presented that waiting time for songtaew was still the main problem for users, since the need to reduce waiting time still had the highest priority. The second priority is on stops/stations of songtaew, including more comfortable spaces at stops and convenient shelters. Since stop points or stations for songtaews is not identified clearly, most of songtaew users wait at the notable places or bus stops. The passengers paid their fare directly to drivers and sometimes passengers were required to stand in line to pay even when crowds of passengers took off in the same area. However, the smart payment card aspect got low priority in improving the songtaew.

Table 6.2.5 Prioritization of Vehicle Services

Songtaew Priority Level Aspects of vehicle services Mean S.D. More frequent service operation to reduce waiting time 3.58 1.09 Agree Bus stops should be near residential areas (house) to reduce 3.41 1.18 Agree walking distance from the house to bus stop Cheaper fare and discount service (e.g. discount fare for the 3.37 1.19 Neither agree nor disagree elderly) More comfortable space at bus stop (e.g. comfortable shelter) 3.42 1.21 Agree Provision of clear information about routes and trips 3.32 1.22 Neither agree nor disagree The moral about priority seats for the disabled and the elderly 3.30 2.16 Neither agree nor disagree Detailed timetable 3.17 1.25 Neither agree nor disagree Have smart application (Smart Apps) on mobility of the services 2.83 1.34 Neither agree nor disagree Smart payment card 2.56 1.26 Neither agree nor disagree Very few stops 2.94 1.25 Neither agree nor disagree Evening service 3.22 1.22 Neither agree nor disagree

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Late-night service 2.94 1.27 Neither agree nor disagree Wheelchair accessible 2.97 1.35 Neither agree nor disagree Total 3.16 1.31 Neither agree nor disagree Source: Local Consultant for Khon Kaen City

6.2.4 Results of Focus Group Discussions

The FGD indicated the need to upgrade the condition of bus stops/stations and access to bus stops/stations. Most of passengers and operators voiced complaints about the bus stops/stations of the public transport services. The major cause of complaints and concern about bus stops issues were related to the lack of the stops/stations and the provision of shelter from the elements for commuters, etc. during their waiting time. This included the location of bus stops/stations (inconvenient access such as far distance), and insufficient information available at the bus stops/stations.

The concern also confirmed the need to come up with a comprehensive database on public transport, especially on the songtaew. Comments include having transport information in both Thai and English, the update of information on route connections and route interchanges, adjusting routes or re-routing taking into account the city's nodes, the preparation of the Khon Kaen Travel Information which can function as a center-transit information center or a user concentration and traffic intelligent center, arranging main routing adjustments (cut - close - overlap route) by taking into account future planning, differentiating color of vehicles, vehicle number, origin and destination and installation of CCTV on the public transport, and the conduct of a study on the residential areas and large communities to make the mass transit system within the city and service coverage, including the social behavior that will add to the zoning of city and improve the routes of public transport.

6.2.5 Road Map for Public Transport Development in Khon Kaen City

1) Development of the Roadmap The roadmap was obtained from the results of the questionnaire survey and focus group discussions with the relevant stakeholders. The roadmap consists of database, place making, promotion plan, management of transit, operations, multimodal, terminal, new route, integrate route, and re-route as shown in Figure 6.2.12.

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Figure 6.2.12 Roadmap of Public Transport Development in Khon Kaen City

While the roadmap can indicate the process and streamline of the public transport development of Tessaban Nakhorn Khon Kaen, the roadmap was selected inclusive of the pilot projects, short-term projects, and mid-term projects. The details of each project are summarized in Table 6.2.6.

Table 6.2.6 Roadmap Summary

Period Project Details Organizations Database This project is the data management system with data collection on the mass transit system. Data on users and service routes are collected to be analyzed to improve the overall service in the future. Place-making This project is to create a space to respond to the city by focusing on the part of the public space considering these following aspects: accessibility and connectivity, image (features) and comfort, users and their activities, and using places to build people’s

PilotProject relationships. Promotion This project is to promote the use and public Plan relations management to attract and create image to the mass transit of the city by focusing on improving on existing things to be easily accessible and interesting to use including the promotion management system. Management This project is a mass transit management system To be discussed of Transit that focuses on data management system of the mass transit system from data collection, analysis, and results that are used to mobilized and develop the mass transit system. Overall, the travel information center may be set up to support both users and service providers to utilize the information in order to plan their travels and services in the Short-term Project Project Short-term future. Operation This project is the management of service providers: To be discussed

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public bus drivers and minibus drivers (songtaew) to raise the living standards while creating a stable working environment. This project also includes skills development and occupation and services in order to promote the service provider establishment and increase capacity that can drive the management system to work effectively. Terminal This project is the construction of a central station To be discussed that will be the massive transit network. The terminal will not only be a place for switching and for remote users through complementation as an integrated travel hub. It also includes the development of surrounding areas around the station in order to conform with urban development. Multimodal This project is the generation of alternative choices To be discussed for users to use the mass transit; this includes the connection of public transport in the city with other public long-distance transport systems; such as long-distance buses, trains, and planes. Also, the connection with the short-distance and long-distance transport system will increase the travel networks, provide convenience, and elevate overall system’s performance. New Route This project is the creation of new mass transit route To be discussed by using information/data gathered from the data collection in order to respond to service providers and users. After applying the information/data, it will address the creation of new route services to meet the needs of users in these areas where current service routes are inaccessible. Medium-term project Medium-term Integrate This project is the integration of paths (routes) based To be discussed Route on the data collected through pilot project which will combine existing routes in order to deliver higher levels of services. Re-Route This project is the application of data collection to To be discussed allocate new routes, integrate existing routes or cancel the original routes, and reset all new routes in order to respond to the city’s growth and the needs of mass transit system users. Source: Local Consultant for Khon Kaen City

2) Selection of JICA Pilot Project The above identified three pilot projects (database, place-making, and promotion plan) are very important to the project implementation in the next stage because the results of the pilot projects can be extended to form the short-term and mid-term projects. They can also be applied to develop long-term public transport planning to help attain sustainability for the city.

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Figure 6.2.13 Summary Framework of Public Transport Projects

Figure 6.2.13 shows that the pilot projects are expected to support the short-term and medium-term projects, especially for policy-makers and operators. The main objective is to develop and improve quality of public transportation in Khon Kaen City. Therefore, the relevant organizations can extend the output of pilot project in further initiatives.

3) Short-term Action Plans The short-term project is summarized in Table 6.2.7. They include quick actions to support and improve transit system in Khon Kaen, which can be a continuation of JICA-funded Pilot Projects, focusing on connection, management, and service providers. Some of the proposed short-term projects are expected to start in 2018, while others would take off in 2019. These timeframe could change depending on budget availability. The key project players, or responsible organizations, are Khon Kaen Smart City Operation Center, Municipality (tessaban), KKU, and PPP arrangement. The details of each project are summarized in Table 6.2.8.

Table 6.2.7 Short-term Projects for Khon Kaen Public Transport Development

Responsible Budget Budget No. Name of Project Duration organization (Baht) Source Khon Kaen Smart City 1 Linkage information 2018 -2019 1,000,000 Public Operation Center 2 Place information 2018-2022 Tessaban 10,000,000 Tessaban 3 Public transport support 2018-2022 Tessaban 10,000,000 Tessaban 4 Data management 2019-2020 KKU 10,000,000 PPP Public transport 5 2019-2020 KKU 5,000,000 PPP application 6 Cashless payment 2019-2020 PPP 1,000,000 PPP Skills development of 7 2019-2021 KKU 2,000,000 PPP service providers Accessible public 8 2019-2021 Tessaban 2,000,000 PPP transport transit

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9 Multimodal 2019-2023 PPP 20,000,000 PPP 10 Marketing campaign 2018-2019 PPP 2,000,000 PPP 11 Public space 2019-2023 Tessaban 30,000,000 Tessaban Source: Local Consultant for Khon Kaen City

Table 6.2.8 Brief Description of Short-term Projects for Khon Kaen Public Transport Development

No. Name of Project Brief Description To create a route map of the transit system that connects to each place. This can Linkage help public transport users to plan their trips, understand how to travel in Khon 1 information Kaen city, to estimate the travel time for each line, when they want to switch the route. To create the map surrounding each bus stop improve connectivity and promote interesting places around each area. These benefits both transit users and commercial sectors in the area, since people always look for different places Place 2 throughout the city. In addition, the public board can let people passing the areas information know about the activity in the surrounding areas or can advertise the business vendor promotion. This aims at creating activity reaction and events in surrounding places and community activity announcement. Public transport To improve bench, shelter, lighting, phone charger, and solar panel to make people 3 support use the bus stop more conveniently To create a mass transit management system within the city including data Data collection and analysis. Its results will be used to develop the mass transit system. 4 management The travel information center may be set up to support both users and service providers to use the information to plan travel and service planning in the future. To develop application software or any platforms on smart phone in support of Public transport 5 songtaew passengers and to help people in the rural areas to easily have access to application reasonable transportation modes. To introduce RFID smart card system for fare of passengers in Songtaew operating systems. Currently, RFID system is operated in Khon Kaen smart bus called as Dino Cashless 6 card. It should be merged into Khon Kaen songtaew operating system. Khon Kaen payment songtaew system will be one of key drivers for the Khon Kaen smart city in the future. To improve management of the service providers, including public bus drivers, Skills minibus (songtaew) drivers, by raising the living standards and creating a stable working environment. It is also included the skills development of the occupation 7 development of and service to promote the establishment of service providers who are ready to service providers drive the city's mass transit system to increase capacity in which it can provide users and management systems effectively. Accessible To develop a public terminal as an integrated travel hub for users to switch modes. 8 public transport It should also be integrated with the development of areas around stations to transit promote transit-oriented development. To promote multimodal public transport to provide alternative choices to use mass transit, including the connection to the public transport in the city with other public long-distance transport systems such as long-distance bus, train (SRT) and airplane. 9 Multimodal Connecting the short distance and long-distance transport together will increase the travel networks, provide convenience, and elevate the overall system performance effectively. Marketing campaign to encourage citizens to use the public transportation by Marketing 10 inviting some influencers, opinion leaders in different profiles to use public campaign transportation, record videos and communicate to others.

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No. Name of Project Brief Description To make agreement or regulation with multi-stakeholders to create public space. This will help developing urban spaces more easily and conveniently. Khon Kaen 11 Public space should set up permanent spaces for urban-community activities such as workshops, meetings, and social activities to encourage people to conveniently participate in the city development. Source: Local Consultant for Khon Kaen City

4) Medium- to Long-term Projects Medium-term projects are proposed to jump off from the short-term projects and focus on the management of the public transportation route that are integrated with the overall network. Private Public Transportation Agency (PPTA) plays an important role in the preparation and establishment of new routes as well as in integrating them into existing ones. In addition, PPTA should prepare and rearrange existing routes to connect and link the public transport system appropriately and diminish the missing spots in the public transport service within city and its surrounding areas.

Consequently, the guideline for the long-term design and management will make people to think critically about public spaces including the transportation network as well as the proposal to improve them and the development of Khon Kaen City in the future. The long-term design and management should focus on the transit service timetable, public space regulation, as well as management and maintenance.

Table 6.2.9 Proposed Midterm Projects for Khon Kaen Public Transport Development

Responsible Budget Budget No. Name of Project Duration organization (Baht) Source Private Public 1 New Route 2018 -2019 3,000,000 Private Transportation Agency Private Public 2 Integrate route 2018 -2020 3,000,000 Private Transportation Agency Private Public 3 Re-Route 2020 -2021 3,000,000 Private Transportation Agency Source: Local Consultant for Khon Kaen City

Table 6.2.10 Brief Description of Midterm Projects for Khon Kaen Public Transport Development

No. Name of Project Brief Description To create new mass transit route based on the result of data analysis to meet the needs of users in areas where current service routes are inaccessible or are not covered. Moreover, this design concept proposes connectivity between songtaew and other transportation systems, such as those for the airport, bus stations, urban 1 New Route smart bus etc. By using data collected in the JICA pilot projects, it is important to develop new routes to respond to the growth of the city and the needs of user of the city's mass transit system. In addition, the relocation of Terminal 3 to the new location will require more new public transport routes to accompany terminal users, since the existing routes are not directly linked to the new terminal 3.

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No. Name of Project Brief Description To integrate routes based on data collected in JICA pilot projects by combining existing routes and new routes to deliver higher levels of service. The integration of 2 Integrate route overlapping paths, planning and service management to deliver more effectively in the path. The new routes are carefully required to link and integrate with existing routes to give better choices of public transport service providing to the all users. Songtaew route can cover concentrated residential areas in Khon Kaen city with this re-route concept. This guideline intends to suggest Khon Kaen songtaew transportation system improve quality, efficiency, safety and comfortability. Consequently, it is expected to reduce traffic congestion in Khon Kaen city through its re-routing concept. This design concept covers all concentrated residential areas Re-Route of Khon Kaen city. Thus, this re-routing concept design will motivate people of 3 Concept Design Khon Kaen city to shift from passenger cars to songtaew cars for some trips. The re-route of songtaew should be focused on songtaew line 2, 3, 5, 8, 9, 17, 20-16, and line 23. These routes are important to link and fill up to mass transit system and to diminish the blind spot of public transport service providing to the users. Other routes will be re-routed to comply with the change of Khon Kaen’s growth context. Source: Local Consultant for Khon Kaen City

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6.3 Pilot Project under JICA’s Financial Support

6.3.1 Sustainable Future City Pilot Project

According to the result of questionnaires and FGD in compliance with the principle of Transport Demand Management (TDM), Khon Kaen City Municipality shall prepare a suitable information system and development direction/guideline as well as people to handle future improvements. Moreover, songtaew is the main public transport mode for citizens. Therefore, the songtaew system should be emphasized in the pilot project as the first step in increasing the number of passengers and shifting the public’s commuting behavior from private to public and an efficient transport regime. In order to prepare future plans and build public awareness for citizens, the project to promote the use of public transportation in Khon Kaen city shall include the following three components:

1) Transit Database and Datacenter in Khon Kaen City According the TDM, data and information on mode of transport is crucial for the passengers. Data and information can be used to make plan for future public transport both within Khon Kaen City and cross-border transportation, including the reduction in the problems on travel and helping the city to be a smart sustainable city in Thailand. This database will be useful for both public transport operators and users through various ways. Also, the determination system for the bus stops and stations is necessary since it will aid in the service planning, accessibility and convenience for commuters. In parts of the bus stops or waiting areas, factors will also come in such as area patterning, facilities and security that are important elements for users as they wait to use the public transport system.

Currently, Khon Kaen City has 629 songtaews divided into 19 routes (2, 3, 4, 5,6, 8, 9, 10, 11, 12, 13, 16, 17, 18, 19, 20, 21, 21, 22, and 23) that are operating within the city. Figure 6.3.1 shows each songtaew’s route is differentiated by their origins and destinations through colors and numbers, although most of them have various interchange points from one to the other. There are seven registered owners of songtaews (songtaew operators) that operate their services within the city. Each company may own more than one route of service provided to them. The songtaew fares are set from 9-13 baht for each trip. The operating time mostly starts from 6:00-19:00 every day. Moreover, Traffic Analysis Zone (TAZ) which includes homogenous, the socioeconomic and land use variations that exist within the zones are collapsed to an average zonal number without any reference to variance and attributes, as they were aggregated and analyzed.

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Figure 6.3.1 Generality of Songtaew

The information on the songtaew, such as number of operators, routes, distance of services, travel time and etc. are described in Table 6.3.1. In terms of fare structure, the system was fixed-price depending on the type of passengers as shown below:

Children (Less than 9-year-old): 5 baht Student: 6 baht General passenger: 9 baht After 17.00 pm all passenger pays: 9 baht Out of Khon Kaen City: 13 baht

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Table 6.3.1 Information on the Songtaew

Point of Point of Common Maximum Average Common types Route Origin Destination maximum maximum gender of passengers Time travel of passengers load unload passengers /time )hour( 2 Nonghai village Nonghai village Central plaza Central plaza General Female 8/ 12.06 pm 1.07 passenger 3 Banglamphu Banglamphu Tessaban ban Central plaza General Female 11/15.36 pm 0.73 market market nongyai school passenger 4 Pratunam Market Pratunam Market Pratunam Bus terminal 1 General Female 8/14.36 pm 0.87 Market passenger 5 kornsiam kornsiam kornsiam Bangkok hospital Student Female 7/14.49 pm 0.80 6 Fairy plaza Fairy plaza Fairy plaza Suanmon village General Female 11/13.29 pm 1.53 d. tapra passenger 8 Complex KKU Complex KKU Complex KKU Bus terminal 3 General Female 14/13.12 pm 1.53 passenger 9 Nong jort village Nong jort village Bus terminal 1 Ton tan market General Female 14/16.44 pm 0.93 passenger 10 Bus terminal 1 Bus terminal 1 Bus terminal 1 Khon Kaen General Female 8/10.42 am 1.00 hospital passenger 11 Sa-ard village Sa-ard village KVC Sa-ard village General Female 19/17.32 pm 0.93 passenger 12 Front city hall Front city hall Nongbua Pratunam market General Female 4/13.18 pm 1.07 deemee village passenger 13 Kalayanawat Kalayanawat Ban toom Donbom village Office male 11/15.45 pm 1.07 School School school 16 Kung sa darn Kung sa darn Ban-non-tan KKT General Female 3/11.12 pm 0.80 school passenger 17 Puchareeya village Puchareeya village KVC Kalayanawat General Female 10/12.04 pm 0.93 School passenger 18 Kalayanawat Kalayanawat Kalayanawat Dong pong General Female 11/12.24 pm 1.13

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Point of Point of Common Maximum Average Common types Route Origin Destination maximum maximum gender of passengers Time travel of passengers load unload passengers /time )hour( School School School village passenger 19 Nong pailom Nong pailom Ban non Putthamon Student Male 17/12.26 pm 0.67 market market muang school temple 20 Nong pailom Bang lamphu Nong pailom Bus termianal 1 General Female 9/12.57 pm 1.00 market market market passenger 21 Nong hoi village Nong hoi village Phue village Fairy plaza General Female 11/14.17 pm 1.20 passenger 22 Bus terminal 1 Bus terminal 1 Bus terminal 1 Khon Kaen General Female 11/11.00 am 0.67 hospital passenger 23 Front plumbing Front plumbing Front Nong bua General Female 12/14.17 pm 1.53 ruen rom road ruen rom road plumbing ruen deemee village passenger rom road

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Information on quality and capacity of public transportation modes; especially songtaew, should be focused in order to provide efficient services and support decision-making. Therefore, the number of trips, nodes, links, network characteristics, traffic directions, volume, flow, delays, speed; and other related information in the contexts of Khon Kaen City relative to the aggregation of spatial networks and data, were collected.

Figure 6.3.2 Process of Data Collection on the Songtaews

In order to collect current data, such as real time traffic and the number of actual passengers, the data collections were presented through a Geographic Information System (GIS) and Traffic Simulation through Smart Censor on the songtaew as shown in Figure 6.3.2.

All in all, information shall be integrated into the SMART CITY DATA CENTER of Khon Kaen City. In particular, the database is expected to support the Short and Medium-term project and in the future re-routing initiatives (such as the LRT). In other words, the current condition on traffic development in Khon Kaen City will be identified in order to provide inputs for policymakers, such as the re-routing of the songtaews and to oblige operators to increase the quality of public transportation. This will all contribute in improving comfortability, safe driving conditions, the reduction of traffic congestion, optimum management of a navigation system and the identification of solutions to issues affecting public transportation.

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2) Place-making in Transit System Service in Khon Kaen City A bus stop is a designated place where buses stop for passengers to board or alight from a bus. Bus stops are, in some locations, clustered together into transport hubs allowing interchange between routes from nearby stops and with other public transport modes to maximize convenience. Bus stop infrastructure ranges from a simple pole and sign, to a rudimentary shelter, to sophisticated structures. The construction of bus stops tends to reflect the level of usage, where stops at busy locations may have shelters, seating, and possibly an electronic passenger information system; less busy stops may use a simple pole and flag to mark their locations.

The main transportation system in Khon Kaen is still the songtaew, which has the most users. Currently, there are 24 lines of songtaews running throughout the city. The density of the songtaew’s routes is focused in the city center (Klang Mueang road, Na Mueang road, Lang Mueang road, Srichan road), as well as the main road, which is Mittraphap road. It was found that the route, of which there are usually many lines running to serve the service, is the district within the city along the major nodes which are the turning point or commercial district and education districts including Khon Kaen Wittayayon School, Kulayanavat School, Banglumpoo Market, Pratunam Wholesale Center, bus terminal 1, bus terminal 2 (Air Conditioner), bus terminal 3, A. Jira Market. The number of line density gradually declines and spreads around the outside due to the density of the population or the behavior of public transportation use in the area or even nodes or important districts followed by other routes.

Criteria The factors on site selection were based on four main sections including the initial eligibility criteria, comfort and good image, accessibility, and people's activities.

ʀ The Initial Eligibility Criteria: the initial eligibility criteria for the selection of sites as a qualified requirement were as follows:

1. Accessibility; 2. Existing user base (having people coming to do activities in the area); 3. Comfort and good image; and 4. Popular point for people to meet up.

ʀ Comfort and Good Image: The comfort and image of the area reflects on the infrastructure and ease of current use of space, which were based on the following:

1. Have the facilities; 2. Have a safe feeling; 3. Clean areas; and 4. Have enough seats.

ʀ Accessibility: accessibility to the area is the convenience in access and connection to the area and the surrounding areas, which is an important point for usability. Accessibility can refer to area that had the following factors:

1. Can be noticed from a distance; 2. Can accessible by walking easily;

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3. Availability of various public transport services; and 4. Parking or transfer areas.

ʀ People's Activities: This reflect usage and behavior of users in the area, as well as the importance of the site to its surrounding areas, such as the following factors:

1. Have various shops and services; 2. Have an area for event activities nearby; 3. Have space to respond to events occurrence; and 4. Available space effecting on the surrounding economy. Site Selection The site selection for the place-making project was based on the criteria on place-making and data obtained through observation of the transit use around the city and interviewing local citizens to figure out maps and networks of urban transit use. After the map and location of the used was plotted out, the next step was to calibrate them with the route map of the songtaews and the future LRT route. There were some areas that was not supported by the future LRT route although these areas served as a major hub of transit between the city core and its outskirts.

The survey and interviews with people in the area revealed the overall behavior of the use of songtaews and the main factors why majority of commuters use the songtaew service. There are 20 notable nodes of route network as follows:

1. In front of Srinakarin Hospital 2. In front of the Demonstration School of Khon Kaen University (Moodindaeng) 3. Sihachai Decha Chai Camp Intersection 4. Kham Hai Market 5. Sam Liam Khon Kaen intersection 6. In front of A. Jira Market 7. Ban Nong Yai Market 8. In front of Medical Education Center Khon Kaen Hospital 9. In front of Khon Kaen Wittayayon School 10. In front of Khon Kaen Police Station 11. Tou Rong Market intersection (Klang Mueang road) 12. Behind Fairy (Na Mueang road) 13. Tou Rong Market intersection (Na Mueang road) 14. In front of Kaennakhorn Witthayalai School 15. Pratunam Market 16. Talat Ke Hak Mueang Kao (Old Town Housing Market) 17. Chompon Market 18. Ban Don Market 19. Phothisan Rd lakeside of Bueng Kaen Nakhorn 20. Central Plaza Khon Kaen

The design of the bus service should be based on clearly visible design, with an ability to listen to feedback, standard service point, and multi-level service information and waiting area. Surveying and collecting data were divided into four zones according to the characters of the area or the behavior or activity in each district. The proposed 20 sites have different physical aspects or user’s behavioral use, the number of songtaew’s service

6-40 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3) available for each area, as well as density of use (timing), all of which were analyzed and scored based on the set criteria for the next site selection as shown in Figure 6.3.3.

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Figure 6.3.3 Prioritization of Selected Sites

6-42 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

There is a distinction of area or frequency of varied public transport uses. From the data collection and analysis to select the area, the 10 sites were selected according to the criteria of place-making and data obtained by the field survey of the transit around the city and interviewing with the local citizens to figure out the map and network of urban transit.

These sites include in front of Srinakarin Hospital, Kam-Hai Market, Sam-Leam Intersection, Khon Kaen Bus Station 1, Nong-Yai Market, Khon Kaen Hospital, Police Station, Back of Fairy Plaza, NHA village Market, and Central Plaza which is located in Figure 6.3.4.

1 (1) Srinakarin Hospital (2) Kam-Hai Market (3) Sam-Leam Intersection (4) Khon Kaen Bus Station 1 3 4 (5) Nong-Yai Market 2 6 (6) Khon Kaen Hospital 10 (7) Police Station 5 8 7 (8) Fairy Plaza (9) NHA village Market (10) Central Plaza

9

Figure 6.3.4 Location of Selected Sites for Place-making

Table 6.3.2 show the information on the selected sites. However, the distinct information of each site shall be addressed based on urban transit behavior, rural transit, facilities and road condition as well as stakeholders.

6-43 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Table 6.3.2 Data Collection in Selected Sites

Key Locations Characteristics Spatial Problems Urban Transit Rural Transit Facilities Road Remark Stakeholders Srinakarin This area consists of 1. Considering transit of the - Songtaew 1. Songtaew 1. Bus shelter 8-lane - Hospital users Hospital regional service users, this area should be route 19,20 to rural on both side highway with - People who hospital, university a transit node, but it does - Shuttle van areas 2. Over- traffic island live nearby campus, mixed of not have a proper design service 2. Long range crossing and - People who retail service, and to serve transit. vans 3. Retail shop 4 side lane interchange residential. The 2. Since it faces the National 3. Long range transit activities have shown Highway, passenger cars coaches to be used as node of also use this road. So, the transit transit cars cannot get into the transit lane 3. Do not have enough lighting at night Kamhai This area is the edge 1. A lot of vendors on the - Songtaew None 1. Car parking 4-lane lake - Vendors in Market of community market walk path route 2 space side the market and Nong Kotara 2. There is street parking in 2. Playground road without - People who Lake Park with the this area which makes 3. Retail shop traffic island, shop at the recreation area; transit cars stop on the on street market includes playground traffic lane and cause parking is - People who and soccer fields traffic congestion available want to go to 3. Without road crossing park signs, people cross the street in a disorderly manner. 4. 4.Heavy traffic congestion in the late afternoon Sam Leam This area is a 1. The activity of the user - Songtaew 1. Songtaew 1. Crossing 8-lane - People who Inter- business area along makes this area act as a route to rural path city-highway waiting for a section the road with office transit node, but the area 4,5,8,9,10,13, area 2. Retail shop with traffic bus buildings and it does not have a proper 19,20 2. Long range island, on - Shop-owners connects to the big design to serve the coach street parking around that market. The activities activity. service is available area have shown to be 2. Narrow walk path - Songtaew

6-44 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Key Locations Characteristics Spatial Problems Urban Transit Rural Transit Facilities Road Remark Stakeholders used as a transit 3. Do not have enough light drivers node at night - Interchange transit users Bus This area is a 1. The activity of the user - Songtaew 1. Songtaew 1. Bus shelter 6-lane city - Vendors in This place is Terminal 1 complex of bus makes this area act as a route to rural on station street with the market the center of station, market, and transit node, but the area - 2,3,4,5,8,9,10, area side traffic island, - People who Khon Kaen government office. does not have a proper 13,19,20,22,2 2. Long range 2. Overcrossin on street shop at that city in term People recognize this design to serve the 4 van service g parking is market of transit area as the gateway activity - Khon Kaen 3. Long rang 3. Retail shop illegal on the - Interchange route, of Khon Kaen City. 2. On the market side, it city bus coach 4. Public toilet bus terminal transit users density, and So, they always use does not have any sitting green line service side - Shop owners node. this area as a node of area or shelter around there transit 3. Double lane street parking causes traffic jams Nong-Yai This area is the 1. Double lane street - Songtaew None 1. Retail shop 6-lane city - Vendors in Merket community market parking route 2,18,22 2. Crossing street the market that serves people 2. Heavy traffic congestion path with traffic - People who who have single trip in this area around 5pm island, shop at that passes or live near 3. The vendors sell items on street market this area alongside the street parking - People who 4. Narrow walk path is available travel pass the area - Shop owners around the area Khon Kaen This area is consisting 1. Some mobile vendors sell - Sontaew 1. Songtaew 1. Retail shop 6-lane city - Technical Hospital of hospital and items on the traffic lane route to rural 2. Overcrossin street with College technical college that 2. On college side, there is 2,3,10,16,18, area g traffic island, Students serves people who street parking along the 22 on street - Hospital users lived either inside or road due to the private parking is - Old people outside of the city. vehicles on weekdays. available are the main The activity along the 3. There is no sitting area for users of the street in this area is people to wait for transit hospital retail and food shop - Shops around

6-45 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Key Locations Characteristics Spatial Problems Urban Transit Rural Transit Facilities Road Remark Stakeholders that serve people the area from hospital and college. Police This area is the center 1. There is only one bus - Songtaew None 1. Bus shelters 4-lane city - Vendors in This place is Station of trading around the shelter on Post Office route on the side street the market the center of city with a lot of side. 2,3,8,9,10,11, of the post with side street - People who Khon Kaen wholesale and retail 2. On the market side, there 13,16,17,21,2 office parking use the post city in terms shops in the market. is no space for bus 2 2. Crossing office of transit Kanlayanawat School, shelter. - Khon Kaen path - People who route, Police Station, and 3. Street parking makes city bus 3. Public toilets use the police density, and Post Office it is also a transit cars have to stop 4. Retail shops station node. transit node for on the traffic lane. - Student of people around the 4. Without specific place for Kanlaya- city. drop-off on the market - nawat school side, so people have to - Shop owners wait along the street. around there Fairy Plaza This area is a local 1. The activity of users - Songtaew None 1. Crossing 4-lane city - People who *People who department store makes this area a transit route 4,9 path street with go to Fairy shop at Fairy which located at the node, but the area does 2. Retail shop on-street Plaza* Plaza usually center of business not have a proper design parking - Fairy Plaza students and area in the city to serve such activity. - Vendors college age 2. It does not have any inside Fairy shoppers. shelter or sitting areas Plaza 3. It does not have enough - Shop owners lighting at night. around there 4. Motorbike parking on footpath. NHA This area is a 1. It does not have enough - Songtaew None 1. Bus shelter 8-lane city - People who Village community market parking spaces which route 8,23 2. Retail shop highway with live in the along the road which causes traffic jams along 3. Parking traffic island, NHA village located next to a the route. space on street - People who large residential area. 2. The road does not have parking is travel pass the crossing path. available that area 3. There is no bus stop sign - Vendors in at the market side. the market

6-46 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Key Locations Characteristics Spatial Problems Urban Transit Rural Transit Facilities Road Remark Stakeholders - Shop owners around the area Central This area is located at 1. The activity of user makes - Songtaew 1. Songtaew 1. bus shelter 8-lane city - Central Plaza Plaza the front of a big this area act as node of route to rural and highway with customer department store. transit, but the area does 2,3,6,9,24 area drop-off for traffic island, Along the road, there not have a proper design - Shuttle van 2. Long range van service on street is a business district. to serve the activity. service van at central parking is The activities have 2. There is no crossing path 3. Long range plaza side available shown to be use as coach node of transit. (nonofficial)

6-47 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

In order to achieve sustainable transportation planning, the 10 selected sites were evaluated and designed in through workshops with stakeholders coming from the public, private and civil sectors many of which particularly collaborates with MAYDAY, KKU, and Tessaban Nakhorn Khon Kaen. In addition, 30 volunteers were recruited to join this workshop, called “MOVERS”, as shown in Figure 6.3.5: Recruitment Poster, in order to share ideas and identify solutions to promote the use of public transportation in Khon Kaen. The purposes of the workshops are explained in the table below.

Table 6.3.3 Summary of Local Campaigner Workshops

Types of local Date/Schedule Purposes campaigner Fieldwork December 23-24, 2017 Getting information about the context of public (9.00-17.00) transportation in Khon Kaen. The team finished the field survey to interviewed drivers, users and also non-users of public transportation to understand more about the uses of public transportation. Workshop I February 10-11, 2018 Define problems, field-survey and group (9.00-17.00) discussions Workshop II February 24, 2018 Solution brainstorm & Field test: Offer in-depth (9.00-17.00) solutions, model simulation field work solution testing, testing summary. Workshop III March 10, 2018 Prototype testing, solution offer and implement (9.00-17.00) planning: Rapport of previous workshops results and summary and propose implement plan.

Figure 6.3.5 Recruitment Posters

6-48 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Figure 6.3.6 Workshop Ambiance

After finishing all the workshops, the budget was allocated for each group of the campaigners to enable them to exercise their projects including mobile application development, software development for a songtaew queuing management, service workshops for songtaew drivers, and the design of marketing materials and production to promote the use of public transportation.

Figure 6.3.7 Testing Prototypes

All in all, these ideas and problems were extracted and developed by specialists in order to come up with a “mock-up” to test and develop the placemaking plan for each site. After the implementation of a mock-up was completed, guidelines on long-term design was developed. The guideline prepares strategies that shall fit into the proper contexts of Khon Kaen and include suitable projects for long-term development based on actual human dimensions, mobility network, placemaking, safety, accessibility, branding, experiential, and resilient-place-social, culture, and civic, transit hubs and corridors.

3) Promotion Design for Public Transportation in Khon Kaen City Developing an attractive design is necessary in order to build public awareness, improve

6-49 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

public perception and increase songtaew users.

(1) Corporate Identity (CI) of “Smart Songtaew”

An Ethnographic Analysis was conducted to identify the contexts of Khon Kaen which includes Persona Mapping, User Journey scenarios, Information Architecture & Wire-framing for User Interface in order to identify Modern/Young/Fresh mood & tone with clear, concise and direct communication style for Khon Kaen City. This analysis supported the Logo Design, Key Visual Design, and CI Manual for supporting further design in Khon Kaen, as shown in Figure 6.3.8.

Figure 6.3.8 Logo Design and Key Visual

(2) Information Design

The creation of information design for public transportation facilities was considered based on content, structure, and correlation of information. In order to make information and design content distinguishable and standardized, the design theme should be directly relevant to building a culture and a strong public awareness on public transportation.

Transit Map and Signage

Three important nodes were identified based on the results of the current status analysis and observation from the design team and workshop participants. It includes Khon Kaen Hospital, Srinagarind Hospital and Fairy Plaza, which have high density of users especially those coming from outside of the city, since information on public transportation is basically to outsiders. Transit map and signage were used as techniques in the design to develop the bus stops. Bus Stop Design is expected to be easily accessible and comprehensively decorated, relevant to information, procedure, time and space.

6-50 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Figure 6.3.9 Transit Map

Bus Signage Template

The context of songtaew were identified based on the result of the literature review and questionnaire survey in order to prioritize and select the 50 bus-spots and install the bus signages. Bus stop designs can provide sufficient information that include the location of the bus stops, the number and the name of songtaew lines passing the bus-stop, the station of those songtaew lines, types of vehicle, and other elements. In addition, the name of bus stops were identified by locality through interviews.

Figure 6.3.10 Bus Signage Template

6-51 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Figure 6.3.11 Image of Bus Signage

Interior and Exterior Designs of Songtaews

Identical image of songtaew was identified as characteristic of public transportation, based on which interior and exterior designs of a songtaew was prepared. This activity is expected to change the physical image of songtaews and is known as Songtaew 3.0. The design aims to improve public perception of the songtaew and to attract people’s attention.

Figure 6.3.12 Interior and Exterior Designs of Songtaews

6-52 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Mock-up Bus Stops

Necessary facilities and information to improve bus stop areas were identified through discussion with the local residents and through place making activities. It included bus and songtaew route information boards, chairs, parking for bicycles, and mobile chargers. Mock-up of those facilities were installed at seven bus stops, such as Bus Terminal 3, Central Plaza, in front of school, and so on.

Figure 6.3.13 Mock-up of Bus Stop Improvement

(3) Public Relations Materials and Media

Brochure

The transit map and leaflet consisting information on the public transit in Khon Kaen city was prepared and distributed at transportation nodes such as Khon Kaen airport, bus terminal, shopping center and also distributed to songtaew drivers.

6-53 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

Figure 6.3.14 Brochure Design

Online Media

Results of the questionnaire showed that most of citizens wanted the provision of information on the songtaews. Information should not only be through handouts/hardcopy, but also through the social media in order to reach a wider scale of age groups. The online media is expected to focus on common information on the songtaew, with attribute questions and information such as What is SMART SONGTAEW? Songtaew routes? Know more about SMART SONGTAEW drivers and the SMART FUTURE SONGTAEW.

Figure 6.3.15 Online Media

All of activities of the Pilot Project in Khon Kaen including Khon Kaen MOVE workshops were posted on the social media as well. All groups of campaigners with assistance from MAYDAY! produced their contents about the promotion of public transportation

6-54 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3) solutions and the promotion of posts on social media.

Figure 6.3.16 Artwork Content for Posting on Social Media

6-55 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

6.3.2 Implementation Schedule for the Pilot Project

Overall implementation schedule for the three pilot projects are shown in Table 6.3.4.

Table 6.3.4 Implementation Plan for Pilot Project

2017 2018 Projects Tasks 12 1 2 3 4 5 Geography Information System for Transportation (GIS-T) and Traffic Simulation -Literature Review -Data Collection and Analysis -Data Representation on GIS-T -Traffic Simulation Guideline

Transit Database Transit -In-depth Analysis

Guideline

Place-Making Guideline Geographical and Context Analysis -Literature Review -Assessment of Public Space Challenges -Site Selection and Stakeholders Identification -Data Collection in Selected Sited Making a Place Plan -Visual Concept Plan Development -Suggestion and Evaluation on the Actual Installation of Short-term Action Guideline for Long-term Design and Management Place-making Co-Creation Workshop with young generation Session 1 Session 2 Session 3 Showcase Day Press Conference and Summary Meeting Corporate Identity (CI) of SMART SONG TAEW Co-Creation with Song Taew operators Logo Design of SMART SONG TAEW Key Visual CI Manual Guideline Provision of SMART SONG TAEW Information Bus Stop Design Bus Stop Template SMART SONG TAEW Interior and Exterior Design SMART SONG TAEW overview brochures with MAP Online Media (Facebook Posts) What is SMART SONGTAEW?

Promotion Design Design Promotion Songtaew KKC routes? Voxpop users and non-users Knowing more about SMART SONG TAEW’s driver SMART SONGTAEW in the future Content to promote KKC young gens team Any related contents that created from KKC young gens team workshops

6-56 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

6.4 Lessons Learned

Public transport is an important infrastructure to realize effective urban development and to meet the needs to travel to the city center and to ensure mobility of cities in diversity. Efficient public transport system will exalt urban economies as well as improve people’s livelihood.

In Khon Kaen City, bus, songtaew, and other paratransit modes are in service. It is important for all parties to participate in the process of urban transport development, including government agencies, public and private sectors, citizens, academic as well as international organizations. It is particularly critical for songtaew, since it should be well integrated with other public transport services as a feeder mode. However, at present, there is no official platform to discuss songtaew improvement. Songtaew is recognized as an informal mode. Therefore, it is necessary to build people’s awareness on songtaew’s functions and its impact including positive and negative side through participation of local people who are potential users of songtaew.

In this context, Tessaban Nakhon Khon Kaen has prepared its Sustainable Future City Plan to increase use of public transport services in Khon Kaen. It is a significant challenge to encourage people in Khon Kaen to use public transport services in their daily life. There is an urgent need to find a smart solution to encourage residents to use public transport system in the near future. To that end, the following three pilot projects have commenced.

ʀ Database of public transport: Data collection and management system has been developed focusing on the existing public transport system, songtaew. It includes data of its service coverage and its use, of which analysis can be used to improve the overall services in the future and can be also applied to make detail design of short-term and medium-term projects. The result of database development showed that current issues and potentials for future development, such as blank areas, overlapped area, average speed of peak and off-peak hours, congestion, etc. Such data management is essential for policy makers to improve quality of songtaew services, such as re-routing and increase of service frequencies. Real-time travel information is also useful for passengers to monitor songtaew car by themselves.

ʀ Place making: It focused on key transit areas, such as bus stops, stations, considering accessibility and connectivity, comfort, area availability for activities to enhance people’s communications. It has provided concept and principle designs for the selected 10 sites, which are considered as potential areas for practical implementation and offered new innovative place making for promoting public transport use in Khon Kaen. Guidelines for long-term design management has been prepared to provide framework to analyze public spaces and provide suggestions to develop Khon Kaen City in the future.

ʀ Promotion Plan: Public transport promotion includes to create better image of public transport so that people feel songtaew more easily accessible and more interested in using it. Since such public transport promotion plan has been prepared through participation of all parties, including government agencies, transport

6-57 Project for Promoting Sustainability in Future Cities of Thailand (TFCP) Final Report of Phase 1 (Stage 1-3)

operators, citizens, academia, and international agencies, all of them enhanced their awareness on songtaew, including its function, impact of its use, including negative and positive side, and relationship with other public transport modes, such as bus transport. It also helps for policy makers to find solutions and to make a plan for public transport development. Promotion plan includes 50 bus stop signages, 3 transit maps, and 30 wrapping of songtaew.

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