Champasak Province Destination Management Plan 2016-2018

Champasak Province Destination Management Plan: 2016 - 2018

Champasak Province Tourism Destination Management Plan 2016 – 2018

Final 28th January 2016 Lao PDR

Funded by: Prepared by: In conjunction1 with :

MICT

Table of Contents

1. ABBREVIATIONS ...... 3 2. DESTINATION PROFILE ...... 5 3. VISION FOR THE DESTINATION, OPPORTUNITIES AND CHALLENGES ...... 10 3.2 SWOT ANALYSIS FOR CHAMPASAK PROVINCE ...... 10 3.3 UNIQUE SELLING PROPOSITION & DESTINATION POSITIONING: ...... 12 4. MARKET-BASED ANALYSIS OF CURRENT VISITORS ...... 13 4.1 INTRODUCTION ...... 13 4.2 ANALYSIS OF STRATEGIC VISITOR FLOWS ...... 14 4. 3 PRIORITIZATION OF STRATEGIC VISITOR FLOWS ...... 20 4.4 OVERALL CONCLUSION OF ANALYSIS ...... 21 5. DESTINATION ACTION PLAN ...... 23 6. MONITORING AND EVALUATION ...... 34 6.1 WHY MONITORING & EVALUATION? ...... 34 6.2 THE RESULTS FRAMEWORK ...... 34 6.3 THE MEASUREMENT PLAN ...... 35 7. REFERENCES ...... 47 8. ANNEX ...... 49 ANNEX 1: DEFINITIONS ...... 49 ANNEX 2: BACKGROUND TO THE DESTINATION MANAGEMENT PLAN ...... 51 ANNEX 3: PURPOSE AND USE OF THE DESTINATION MANAGEMENT PLANS ...... 53 ANNEX 4: KEY LESSONS LEARNED: THE CHALLENGES OF DESTINATION MANAGEMENT ...... 54 ANNEX 5: THE SIX-STEP APPROACH TO THE ST GALLEN DESTINATION MANAGEMENT MODEL ...... 55 ANNEX 6: CHAMPASAK PROVINCE TOURISM STATISTICS ...... 56 ANNEX 7: CHAMPASAK PROVINCE TOURISM VISITOR SURVEY SUMMARY OF RESULTS ...... 58 ANNEX 8: CHAMPASAK PROVINCE / SOUTHERN LAOS TOURISM ASSETS ...... 61 ANNEX 9: CHAMPASAK PROVINCE: PROPOSED DESTINATION MANAGEMENT NETWORK TASKFORCES ...... 62 ANNEX 10: CHAMPASAK PROVINCE: DMN FEEDBACK ON DMP ACTIVITY PLANS, JANUARY 2016 ...... 63

1. Abbreviations

ADB Asia Development Bank AEC ASEAN Economic Community ASEAN Association South East Asian Nations BAF Business Assistance Facility BKK Bangkok CBT Community Based Tourism CHRA Champasak Hotel & Restaurant Association CPATA Champasak Association of Travel Agents CPC Coffee Producers Cooperative, Champasak Province CTBP Champasak Tourism Business Promotion Project DBST Double Bituminous Surface Treatment for roads DEPT Department DEV Development DICT Department Information, Culture & Tourism DMC Destination Management Company DMN Destination Management Network DMO Destination Management Organisation EDC Enterprise & Development Consultants EMC Emerging Markets Consulting FIT Fully Independent Traveller GIS Geographic Information System GiZ Deutsche Gesellschaft für Internationale Zusammenarbeit GM General Manager GMS Greater Mekong Sub-region GOVT Government HR Human Resource IBA Important Bird Area ICBF Integrated Conservation of Biodiversity and Forests INGO International Non Governmental Organisation INTL International JICA Japan International Cooperation Agency KfW Kreditanstalt für Wiederaufbau KL Kuala Lumpur KOICA Korean International Cooperation Agency LANITH Laos National Institute of Tourism & Hospitality LP Luang Prabang LPG Luang Prabang M&E Monitoring & Evaluation MICE Meetings, Incentive, Conference & Exhibitions MICT Ministry of Information, Culture & Tourism MKT Market or Marketing MSME Micro Small & Medium Enterprises N/A Not Applicable NBCA Natural Biodiversity Conservation Area NGO Non Governmental Organisation

Champasak Province Destination Management Plan: 2016 - 2018

NPA National Protected Area NTPC Nam Theun Power Company, Laos NZAID New Zealand International Development Agency PAM Project Administrative Manual (ADB TIIG) PATA Pacific Asia Travel Association PDR People’s Democratic Republic PIU Project Implementation Unit PRIV SEC Private Sector REF Refer or Reference SGDM St Gallen Destination Model SME Small Medium Enterprises UNESCO The United Nations Educational, Scientific and Cultural Organization TIIG Tourism Infrastructure for Inclusive Growth Project, ADB TO Tour Operator ToT Training of Trainers TRANS Transport USD United States Dollar VTE Vientiane WWF World Wildlife Fund WCS Wildlife Conservation Society

Champasak Province Destination Management Plan: 2016 - 2018

2. Destination Profile - Champasak Province is located in southern western Laos and its capital is Pakse. - The province is bordered by Salavan Province to the north, Sekong Province to the northeast, Attapeu Province to the east, Cambodia to the south, and Thailand to the west. The Mekong River forms part of the border with neighboring Thailand and contains Si Phan Don (Four Thousand Islands) in the south of the province, on the border with Cambodia. - Champasak Province has many natural and cultural tourism assets offering travellers a truly diverse experience. For example: Mekong River life at the 4,000 islands, the UNESCO World Heritage Site of Wat Phou and Champasak Town, French colonial architecture in Pakse and coffee plantations in the Bolaven plateau. - In 2014 Champasak Province received 535,413 visitors – growth of 77% since 20101. - Domestic tourists account for 60% (318,760) of all visitors predominantly visiting family and friends as well as some businessmen2. - International tourists account for 40% (216,653)3 of all visitors of which Thai tourists account for approximately 83% and the balance 17% are from Europe, North America, Australia, Cambodia and Japan. A large percentage of Europeans and Australians are backpackers. - The key pull factors for Thai tourists to Champasak Province are waterfalls, Wat Phou and temples for religious merit and for other international tourists it is waterfalls, Wat Phou and either Mekong River trips or the charm of the people. - In December 2015 Champasak Province along with Attapeu, Sekong and Salavan Provinces launched the destination brand Southern Laos Refer to http://www.southern-laos.com - Infrastructure plans aim to further improve Champasak Province’s connectivity to the Greater Mekong Region in the future. - A fifth international airport is due to open in the southernmost province of Attapeu in May 2015 which may provide opportunities for access to future flows e.g. Ethnic tribes

1 National Tourism Statistic Report, Laos - 2014 2 Ibid 3 Ibid 5

Champasak Province Destination Management Plan: 2016 - 2018

Figure 1: Map of Champasak Province

LOCATION: OVERVIEW: Distances from key areas (km) and drive or flight Main types of tourism and Top six most popular tourist time (Hours) most popular activities attractions (including environmental & cultural) By Air: Predominantly independent 1. Mekong River Trips Domestic: travelers 2. 4,000 Islands • Pakse to Vientiane: 1hr 15 min (2 per day) • Experiential travelers 3. Khone Phapeng: Asia’s Pakse to Luang Prabang: 1hr 40 mins (3 direct • Passion for Culture largest waterfall plus other flights per week or daily flights via Vientiane) • Nature Lovers waterfalls • Pakse to Savannakhet: 30 mins (1 per day) (ecotourism) 4. UNESCO site of Wat Phou • Religious tourism (mainly & Champasak Town International: Thai and domestic) 5. Bolaven Plateau & its • Pakse to Siam Reap: 1hr (3 flights per week) • Entertainment seeking coffee and tea plantations • Pakse to Bangkok: 2hrs 30mins (5 flights per Thai tourists & waterfalls & zip-line and week) Via Ferrata • Pakse to Chiang Mai: 5hrs 55mins (daily but Other: 6. Treetops Zip Lining not direct) • Local, regional and • Pakse to Ho Chi Minh: 1hr 35mins (3 flights international travel agents Other: per week) • Travel & Lifestyle media • Ecotourism activities in • Bangkok to Pakse via Ratchathani Airport: 1 including TV travel shows Xe Pian National hour 15 mins plus 2 hour drive. *cheaper Protected Area (incl. Xe option. - Exploring cultural sites Pian Wetlands) - Cycling • Li Phi Waterfall, By Road / Overland: - Kayaking • French Colonial • Pakse to Vientiane via sleeper bus (Highway - Sunset trips (Champasak Architecture 13): 8 -12 hours town and 4000 islands) • Bolaven Motorcycle • Pakse to Paksong (Bolaven Plateau): 1hour - Cruise: one upmarket Loop • Pakse to Wat Phou: 50mins cruise on the Mekong: • Rare and endangered • Pakse to Nakasang (Done Khone and Done this is a flow in itself: Vat Irrawaddy Dolphins Ket), Four Thousand Islands: 2 hours 30 mins Phou Cruises. This is the • Elephant Riding incl. boat. only cruise operator in the • Temples & Archeological • Pakse to Ban Kiet Ngong (Xe Pian National South sites (e.g. Phou Asa, Wat Protected Area): 1 hour 20 mins - Boating on rivers and Luang and Wat Tham reservoirs? Reservoirs? Fai) Overland Border Crossings: - Temple visits • Champasak’s traditional • Thailand Border (Vang Tao) to Pakse 1hr - Swimming Wat Phou Festival in (53km) - Trekking / Hiking February - • Cambodian Border to Pakse (Nong Nok Zip-Line and Via Ferrata • Local handicrafts Khien) – 3hrs 20mins (168km) - Swinging in a hammock - Coffee tours and coffee • Vietnamese Border at Phou Keua to Pakse: roasting workshops 6hrs (325km)

By Boat: Done Khong to Done Det (4,000 islands): 1.5 hrs to 2.5hrs

Champasak Province Destination Management Plan: 2016 - 2018

GEOGRAPHY: WEATHER PATTERN: Approximate size of the destination (km2) and principle physical Average sunshine hours, rainfall and characteristics (rivers, hills, bays etc.) seasonal temperatures4 Level of Biodiversity (the range o f different plant and animal species) 15,415 km2 Travel to Champasak Province is possible at any time of the year. Three main geographic sub-regions: Annual rainfall is 2,041 mm/yr. The - Plains & river systems of the Mekong River attractive ‘Green’ season June to - Highlands known as the Bolaven Plateau October. Highest rainfall is in July - The Xe Pian Wetlands (350mm). Hottest months are: March to May HIGH Biodiversity are hot and dry (average 29°C to Xe Pian National Protected Area (2nd most import NPA in Lao): 36°C). Daily maximum temperatures This forested, hilly park is home to significant wetlands and a great peak in April. diversity of animal, bird and fish species. Coolest & least humid months are It is home to abundant and rare wildlife such as elephant, gaur, Sun November to February (average 16°C bear, Asiatic black bear, and the yellow-cheeked gibbon, and famous to 26°C). for its extensive wetlands (a RAMSAR convention site) The Bolaven Plateau has a relatively Four Thousand Islands are considered to be the largest complex of mild climate due to its elevation and waterfalls and rapids in the world. remains green due to regular rainfall throughout the year. TRANSPORT LINKS: Distance from nearest local Details on any air carriers Public transport facilities to Additional private arrangements & international airport and/or cruise lines your destination for transporting visitors to the (km) bringing visitors to the destination destination Nearest airport is Pakse Laos Airlines (both Tourist bus (incl. sleeper • Charter a tuk tuk (a fun way International Airport domestic & bus) to see town as well as the (just 5km from the city international flights Songthaews surrounding area) centre) – international with several flights per Mini bus • Charter a boat or a luxurious airport with daily flights day) Tuk Tuk (locally only) Mekong River cruise from all areas of Lao, In 2014 6,195 tourists Samlor (motorcycle with (www.vatphou.com) Bangkok, Chiang Mai arrived via Pakse side car) • Rent a car (with or without a 5 and Siam Reap, Ho Chi Airport. driver) Minh (in high season) • Rent a motorbike Bangkok Airways on There are international • Rent a bicycle Nearest airport in Vientiane only bus services from/to • Kayaks / canoes (4,000 Thailand is Ubon Thai Airways Vietnam (Da Nang, Hue), islands) Ratchathani Airport, Cheaper alternative is Cambodia (Phnom Penh, which is a 2-hour land to fly to Ubon Siam Reap), and Thailand journey to/from Pakse Rachathani in Thailand (Ubon Ratchathani, crossing the border at and take bus or taxi or Bangkok). Chong Mek-Vang Tao. arranged transport from there Nearest airport in Cambodia is Siam Reap.

4 Climate Profile Champasak 5 Tourism Laos 2014 Statistical Report on Tourism 8

Champasak Province Destination Management Plan: 2016 - 2018

POPULATION: No. of permanent residents Population density Seasonality % of pop. Employed in tourism related jobs Approx. 607,3336. 39.9 people per km2 Peak Season: Nov-March Unknown??? Peak month = Dec

Low Season: April-Oct Lowest Month = June TOURISTS: Annual visitor numbers: total & by Annual arrivals by type of Average tourist Average length of stay principal market or hub7 2014 transport expenditure8 Total annual visitors 2014: Plane from Vientiane, Thai Tourist: US$50 Thai Tourist: 3 days 535,413 (+ 9% vs. 2013) Luang Prabang, per day Independent traveler: 6 Bangkok and Siam Independent days Domestic Tourists = 266,529 Reap and Ho Chi Minh Traveler: US$68 per International Organized (49.78%) in high season day visitor: 5 days Thai Tourists = 157,670 (29.45%) International Other International = 111,205 Overland Border Organized Visitor Domestic Tourist: 1 to 2 (20.77%) Approximately 30% of Crossing at Thailand, (Non Thai Groups): days Unknown?? this group are low spending Cambodia or Vietnam U$123 per day. backpackers. The remainder are (via other provinces) National Average length visitors from the UK, Europe, of stay in Laos: 7.9 days North America, Australia, Bus from other areas Cambodia, Korea and Japan. of Lao (Vientiane and Luang Prabang)

TOURISM AMMENITIES: Approx. no. of hotels and Other types of Approximate number of Approximate number of bars rooms in the destination9: accommodation available restaurants (incl. cafes) (nightclubs, pubs, etc.) (and approx. no.) Total Hotels & Guest Hotels 33 9 Houses: 241 Guest houses Homestays Total Rooms: 4,260 Eco Lodges Community guest Average occupancy rate: houses 55% Tree houses

Table 1: Champasak Province Tourism Destination Profile

6 March 2005 7 Tourism Laos 2014 Statistical Report on Tourism and Calculations are also based on 2012 % splits. 8 2015 Champasak Visitor Surveys 9 Tourism Laos 2014 Statistical Report on Tourism 9

Champasak Province Destination Management Plan: 2016 - 2018

3. Vision for the destination, opportunities and challenges

3.1 Vision: The vision for Champasak Province as a tourism destination is be a top of mind all year round destination for curious medium to high value experiential travellers to South East Asia, delivering a diverse range of cultural and nature based experiences whilst earning long-term sustainable economic, environmental and social benefits to the destination and its people.

This vision is consistent with the national tourism vision for Laos (2012 – 2020): ü Develop a leading sustainable tourism industry that contributes to pro-poor local economic development. ü Become one of the preferred regional and global tourism destinations.

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

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

3.2 SWOT Analysis for Champasak Province

STRENGTHS WEAKNESSES - Diversity of tourism assets - Tourism products and services for tourists are still - Diverse tourism segments, not reliant on one limited compared to the diversity in cultural and natural market assets. - International & domestic airport - Laos in comparison to region perceived as expensive, - Committed DICT and some key private sector often not sold as part of tour packages partners - Poor brand / destination awareness internationally - Availability of accommodation, availability of - Environmental protection and pollution - Tourism SMEs services (border checkpoints, markets, banks) lack the knowledge and awareness to reduce - Access roads to other countries (Thailand, environmental impacts. Vietnam and Cambodia); international border - Access roads to some sites is limited check points - Accommodation of international standards is limited - UNESCO World heritage sites (unique attraction) - Tourism Service quality does not meet international - Coffee tourism - a unique product in Laos and standards the region - Zoning and management of tourism sites is not - Open door policy for domestic and foreign sufficient or enforced investment - Monitoring and implementation of law, regulations and - Creation of a desirable brand ‘Southern Laos’ tourisms standards is poor with a well defined brand culture assisting with - Lack of directional and interpretative signage for key

Champasak Province Destination Management Plan: 2016 - 2018

whom, what, where and how Champasak sites and destinations within the province. Province is communicated and promoted. - Capacity of tourism SMEs is weak: poor understanding - Close to key tourism markets (Siam Reap & of tourism demand & international tourism and poor Bangkok) business management skills - Public sector management of tourism & tourism budgets are extremely limited - Restrictions of knowledge about Muslim food/market à limited understanding about new markets with potential (behaviours, preferences, etc.) - Seasonality of tourism – heavily skewed for Nov - Mar - Only Lao airlines has access Pakse airport (monopoly) - Service unit at border checkpoint not efficient (challenge) - The numerous festivals are poorly promoted - Statistics and data management constraints make planning difficult

OPPORTUNITIES THREATS - ASEAN key markets - proximity and accessibility - Political instability in Thailand or the region - Importance of tourism recognized by Provincial - AEC will increase competition of tourism in the region leadership - Global Economic Crisis particularly in Europe and - Government with policy to promote tourism in China Laos - Irresponsible tourism management!!! E.g. Negative - Policy for improvement of routes with impacts of tourism on local culture and environment neighbouring countries - Infrastructure connection with local areas still weak - Political stability and safety in Laos - Hydropower construction will have a negative impact - Policy for improvement of border checkpoints on the destinations natural assets and potential - Good cooperation with sectors outside tourism tourism products and services. - 4000 islands promoted as special economic zone - Increasing rate of global terrorism and unique highlight of province - Challenges at the border??? What is meant by this? - ASEAN and open sky agreement à more airlines E.g. Are you talking about issues relating to bringing in - ASEAN Economic Community provides an motorbike trips – police escorts??? Or TOs having an opportunity to attract foreign investment from issue getting last minute groups approved – both financial institutions and the private sector documents need to be signed – DICT don’t work in - There is cooperation between three countries weekends. (Vietnam, Thailand and Laos) à chance for tourism development

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

Champasak Province Destination Management Plan: 2016 - 2018

3.3 Unique Selling Proposition & Destination Positioning:

‘Charming by nature’10

The USP of ‘Charming by nature’ for Champasak Province (Southern Laos) is supported by its intrinsic diversity, natural serenity, southern charm and the ‘sabai sabai’ way of life.

In comparison to competitor tourism destinations within Laos, Champasak Province has a real opportunity to position itself based on: i) a diverse range of natural assets ii) a diverse range of experiences that visitors can enjoy whilst maintaining its total charm, serenity and ‘sabai sabai’ way of life

Figure 2 below shows Champasak Province’s current and future destination positioning compared to other key tourism provinces in Laos. Champasak Province Des2na2on Posi2oning Map

Natural Current Posi2on

Future Posi2on

Luang Khammouane Namtha

Vien2ane Southern Laos Southern Laos Northern Province i.e. Champasak i.e. Champasak Laos To See Oudomxay To Experience

Luang Vien2ane Prabang Capital

Cultural Figure 2 – Champasak Province Destination Positioning Map

10 Developed by the Champasak Marketing Taskforce in conjunction with Quo Branding, Bangkok & Swisscontact, Laos 12

Champasak Province Destination Management Plan: 2016 - 2018

4. Market-based analysis of current visitors 4.1 Introduction

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

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

Champasak Province Destination Management Plan: 2016 - 2018

4.2 Analysis of Strategic Visitor Flows The following table provides an analysis of the key strategic visitor flows (SVFs) for Champasak Province. For each flow the table details its characteristics; the motivations that drive the visitor to Champasak Province, the seasonality; the number of tourists in the flow; their estimated average spending per day per person; key people on the demand side that influence their decision to book a holiday to Champasak Province and key people on the supply side that play a role in their visit. Due to the lack of statistics available for many of the flows in Champasak Province, almost all figures have been calculated based on input from private sector stakeholders and the DICT. This analysis includes the top 11 out of 18 flows that were prioritized in section 7.3.

Characteristics of flow (age, nationality, Motivations that When do they come How many come Estimated Key people on Key people on supply Prioritised income, from where to where, what drive their visit spending per demand side side Flows activities etc.) day per person

(USD) Bigger European tour groups of 20 to 25 See another part of All year round with Unknown US$123 per day Word of mouth TOs in their country of people. Spend 2 or 3 nights in the world e.g. Laos bulk arriving Nov- however it is 3rd per person.11 Brochures or origin and some TOs Champasak. 2 nights in Pakse and 1 and other Mekong Mar. largest website from based in Asia or Laos night in 4,000 islands (Don Kong island) countries. international travel companies e.g. EXO Travel, or time dependent 1 night on the tourist market Advertisements in Diethelm etc. Bolaven at Paksong. A break from their behind Thai and newspapers in Usually visit Wat Phou (1/2 day), coffee every day – have a Backpackers. their country of plantation on Bolaven (1/2 day incl. a hassle free holiday origin. waterfall), 4,000 islands. Southern Laos Classic They travel by coach and are only seeing Website International things i.e. they don’t interact with the destination and engage in experiential products and services. Champasak is one part of their Laos trip (VTE & LP + Champasak). They arrive in Pakse (usually via the airport). They eat in the hotels they stay in and don’t have much time to do anything outside of their planned group activities. Usually not very adventurous. Enjoy not having to think as they travel.

11 Champasak Visitor Survey, 2015 14

Champasak Province Destination Management Plan: 2016 - 2018

Predominantly budget travellers Looking for adventure All year round with Unknown USD15 – Internet: Websites on the area (backpackers) with potential to develop bulk travelling from guestimate max. USD50* per Backpacker Online or those of for the mid market FIT more Nature & landscapes Nov-Mar. 1,000 person Travel Forums / accommodation adventurous experiential travellers. especially waterfalls predominantly Reviews such as providers from the Rent motorbikes in Pakse and set off for on transport. TripAdvisor area 2 days / 2 night on the Bolaven Plateau. Love to experience Limited mid to Travelfish.com Southern-Laos website Stay in small guesthouses along the way different aspects of a high-end Southern-Laos in Paksong and Tad Lo. Some stay in destination and accommodation website homestays right near the waterfalls. explore the different options. Travel Guide books The Bolaven They will visit between 2 to 4 waterfalls landscapes and Other travellers Loop on the loop and one or two coffee or tea cultural heritage. *Guestimate by they meet along i.e. those plantations / factories. Some workshop the way who backpackers will often do day hikes from group Southern Laos complete the their guest houses. Website entire loop The most popular waterfalls are: Tad Fane, Tad Yueng, Tad Mouane, Tad Champi, Tad Etu. Visitors usually swim at at least one waterfall. In the evenings they may resort to going to a Karaoke bar in Paksong as they are looking for something to do and there isn’t much available. Predominantly companies from VTE, Somewhere different / All year round. Unknown USD60 – Friends (other Corporate Travel Champasak Province, INGOs & NGOs or beyond the norm – *Opportunity Pakse has 3 to 4 USD90* per businessmen or Specialists in VTE Laos government meetings and away from their promote the low hotels that can person per day women) Travel Agents in VTE conferences. Generally groups of 40 to offices season (April – Oct) host *Guestimate by Colleagues in and Pakse 200 max. Stay a maximum of 2 nights. conferences. workshop Government Hotel websites in Optional ½ day trips to Wat Phou Professional & group Departments Pakse. UNESCO site or to Bolaven Plateau efficient service - Champasak Conference MICE (coffee & waterfalls). Some may include Grand Hotel organizers Corporate Travel a full day trip to the 4,000 islands Secure & safe - Champasak Specialists Some use Mini buses and some use destination Palace Hotel large coaches. - Erawan Hotel Trade Fairs in Thailand - Pakse Hotel (those that specialize Does this flow include any international (usually in MICE in Bangkok, MICE ? e.g. Thai government smaller Chiang Mai)??? conferences or Thai corporates? INGOs/NGO meetings)

Champasak Province Destination Management Plan: 2016 - 2018

A mixture of British, European, The great mix of All year round but Unknown US$50++ - Guide books Hotel websites Australian and American expats living in culture, heritage and predominantly Nov – US$100* per TripAdvisor OTAs (online travel Asia e.g. Bangkok, Chiang Mai, nature. Mar day per person. Word of mouth - agents) Singapore, Hanoi etc. Can be couples or Authenticity! *Guestimate by friends families. Look for holiday destinations Holiday – time out workshop Online travel within the region for either long from the norm / group forums Expat weekends or one week or more. stressful work life. Airline Magazines Experiential Generally organize the trip themselves Coffee and/or tea Destination Flow staying in a range of accommodation enthusiast website (Mid to up depending on the experience it delivers Nature & landscapes Southern Laos Market, e.g. tree tops, Residence Sisouk, guest especially waterfalls Website seeing & houses, Pakse Hotel & Homestays. doing) Engage in soft adventure & adventure Love to experience activities e.g. cycling, trekking, rafting different aspects of a etc. destination and Always wanting to do different things explore the different e.g. rice farming, weaving, eco tourism landscapes and experiences, community projects etc. cultural heritage. Almost all visitors from all flows in Westerners: Peak time is Oct – Almost all US$20 to Guide Books Travel agencies in Champasak Province visit 4,000 islands. Waterfalls Mar and then from visitors go here. US$120 TripAdvisor & Thailand & VTE All interact with it slightly differently. Experiencing the river June to Sept is a little So assume total Guestimate? online travel Backpackers, FIT experiential market life as much as quieter. international forums Travel Agencies in and small western groups are the ones possible. visitors = approx. Travelfish.com Pakse e.g. Green who interact with it the most. Although The Mekong River 200,000+ Destination Discoveries Thai Bus Groups visit they tend to want Cultural Heritage (Correct?) Websites to see a waterfall and possibly enjoy a Word of mouth Southern Laos website sunset river cruise (true?) Media articles Thai: Waterfalls & Southern Laos Websites of hotels on The western segments (Backpackers, Nature Website 4,000 islands. 4,000 Island FITs, Classic International, small groups) River Life usually experience 2 to 3 days visiting Experiences one or all of the three key islands: Don Khon, Don Det and Don Kong. Backpackers tend to go to Don Det where there are plenty of inexpensive guesthouses or homestays. The mid to up market experientials head to the other two islands which have mid to up market accommodation facilities. Some go solo and some buy a tour through a company in Pakse such as Green Discoveries. Some go by public transport and others by motorbikes. Those who buy a tour usually go by Mini 16

Champasak Province Destination Management Plan: 2016 - 2018 van and then kayak or raft (season dependent) from island to island with some bicycling as well. Stop off at Don Khone Island, Lee Phi Waterfall, Bang Hang Khone (Irrawaddy Dolphins) & Khone Phaphen Waterfall.

Transport between islands for all visitors is usually kayaks or local boats. FITs usually go on a sunset river cruise, swim and may take a river life day trip (a new product that visits local Buddhist temples, learn how villagers weave fishing nets, make colourful sticky rice baskets and cook sticky rice.) Some guests do not return to Pakse (they go onto Cambodia) whereas others return to Pakse and continue their travels either to Thailand, VTE or LP. Thai guests tend to visit Lee Phi & Khone Phaphen Waterfalls

Groups of 40 to 80 from Thailand. They 1. See something Most weekends all Approximately Usually spend Online channels Thai travel agents cross the border at Chong Mek-Vang different outside of year round with peak 180,000 between US$20 are key triggers selling bus trips from Tao. From Bangkok – Chiang Mai – Thailand times during Thai and max e.g. TripAdvisor, Bangkok, Chiang Mai Chiang Rai. Often also Thai government (Sightseeing) New year. (Verbal evidence US$50* per day Pantip.com, and Chiang Rai workers (Thai Govt have budgets for 2. Nature (waterfalls) that this groups Sanook.com and (US$200 for a 2 to 3 personal trips). Generally only come to 3. Shopping numbers are *Guestimate Mthai.com and day round trip) Champasak Province i.e. do not move down on 2013 as social networks onto VTE or LP. Stay for 2 - 3 nights Thai govt e.g. Facebook Pakse Hotel Owners Travel in big buses. Stay in Pakse and in budgets cut) newsfeed and e.g. Champasak Grand Thai Bus Paksong (Sabaidee Valley and Baan E-Tu updates, ads and Hotel, Champasak Groups resort) reviews. Palace Hotel and Also Visit What Pou, waterfalls, Dao Erawan Hotel (Key Heung market in Pakse (local market – Hotels that host Thai that sells souvenirs – wooden items and Bus Groups) food). If they also go to 4,000 islands they will tend to stay at the larger island Don Kong.

International Predominantly from Australia, UK or Get a taste of the European Winter 3,000 ++ Approx. Friends & Family Travel Agents or Tour Small Groups Europe. Cultural heritage and (Oct-Mar) is the peak **Guestimate USD150 per day Media: Travel Operators who do Experiential Age is 35 – 70 travelling in groups of 2 to natural assets of less period. per person. Articles in tailormade itineraries 17

Champasak Province Destination Management Plan: 2016 - 2018 8 people. On a tailor made tour. Spend 2 discovered parts of magazines & in their country of to 3 nights in Champasak Province. Laos. A dribble throughout newspapers origin Definitely want to do more than just the other times. Online Travel sightseeing – also love experiencing. Will Experience SE Asia Forums / Reviews: Key SE Asian Tour visit Wat Phou, Bolaven Plateau, 4,000 (Cambodia, Laos, TripAdvisor operators who feature islands and maybe include the Tree Top Thailand & Vietnam) Tour Operator Laos Explorer. Like to cycle, village tours or Websites walks, kayaking, sunset river trips, learn who specialise in And VTE based DMCs. about handicrafts, visit markets, Laos or the region E.g. EXO Travel. experience different cuisine, coffee Websites of hotels tours and workshops etc. products or services Southern Laos Website FITs mid market experiential, younger 25 Adventure seeking All year round Unknown – Costs: TripAdvisor Green Discovery – 40 years of age and backpackers (18- Nature Lovers however Green Discovery 2 days / 1 night: Word of mouth Some hotels in Pakse. 29). They depart from Pakse for Paksong Experiential – like a predominantly in the to confirm. US$250 Backpacker forums And some Tour in the Green discoveries mini van and thrill – love having dry season (Nov-Mar) Maybe 3,000 Guide books Operators / travel are away for either 2 days / 1 night or 3 fun! Green Discovery agents in Laos. days / 2 nights. Very popular website, Tree Top Key activities are hiking through coffee with backpackers promotional Explorer plantations, zip lining, visiting remote and experiential brochures etc. villages (no vehicles), swimming in FITs. Southern Laos waterfalls, picnics, rock climbing, and Website abseiling. Travelfish.com Accommodation for everyone is in the tree houses. Several flows coming together. Nature Lovers All year round Unknown? Depending on TripAdvisor Tourist Information FITs mid to high-end eco-tourists, Adventure seekers however Monsoon accommodation Word of mouth Office in Pakse or younger 25 – 40 years of age and season wetlands are (Kingfisher vs. Backpacker forums book directly with Kiet backpackers (18-29). more beautiful. homestay) & Guide books Ngong and Pha Pho High-end stay at Kingfisher and the transport used Southern Laos villagers (Laos Backpackers stay in Ban Kiet Nong in (public vs Website speakers only) Eco Xepian Homestays & guests houses. private) Travelfish.com Kingfisher Eco-lodge, (**Flow Some Classic Tours visit the area just for average daily Green Discovery or under threat elephant trips to Phou Asa (ancient expenditure is other local tour from ruins) on their way to 4,000 islands. between US$30 companies. logging? – US$120 per True??) A lot of eco activities have reduced or day Tour operators in their stopped because of logging issues. E.g. country of destination Trekking, canoeing, mountain bike riding.

Most people depart Pakse for Ban Kiet Nung by private vehicle or public 18

Champasak Province Destination Management Plan: 2016 - 2018 transport. Guests trekking must use a local guide. Predominantly experiential western mid Coffee addicts All year round Unknown but Between US$15 TripAdvisor Providers of coffee to high-end travellers. Experiencing life on a 2014. max. 500 – US$200* per Word of mouth experiences FITs who are interested in experiencing coffee estate Ask Café Sinnouk day depending Websites e.g. CPC (Coffee Laos coffee. on Southern Laos Producers They are similar to Expat Experientials accommodation Website Cooperative) Coffee Usually do half day or full day trips to and transport Tour Bolaven that include coffee roasting and options and Mr Kofies Roasting Coffee Tours tasting workshops, coffee estate tours coffee tour Workshop (New flow) etc. option. JHai Coffee – 3 hour tour Some spend 1 night on the Bolaven at *Guestimate Sinouk Coffee Resort accommodation providers such as Mr Koffie’s half & Plantation Sinnouk or Tad Fane Resort. day (2.5 hours) Sinouk Cafe = US$6 Transport Providers CPC full day Need to link this with US$120 DMCs a) Wealthy individuals or groups usually 1. Spending time with a) Thai festival / Unknown USD50 – Motorbike Clubs in Travel Agencies such from Bangkok – predominantly Thai with ‘their’ bike on a long public holidays (long USD200*++ per Bangkok as Off Road Laos some Australian and European expats as road trip. weekends). day. Word of mouth Adventures well. Owners of Harley Davidson, BMW Peak arrivals are in (other bikers) Or Indo China or Kawasaki luxury motorbikes. Often 2. Seeing some of the April & May. *Guestimate Motorbike tours belong to a bike club and would do sights a country has to TripAdvisor caravan trips in the region a few times a offer. b) All year round but Guide Books for year. Tend to stay in mid to higher end peaking in Nov - Feb bike rental. Motorbike hotels when they land in Pakse. Spend 1 3. End of each days Flow to 2 nights in Champasak Province and journey they like to (organized or are often on their way to Luang Prabang enjoy good food. not or are just exploring Southern Laos organized) including Attapeu, Sekong, Salavan as Not a serious well as Khammouane. flow!? Their total trip in Laos ranges from 3 to

12 days. b) Independent travellers who rent a motorbike for 1 to 2 days to explore the Bolaven Plateau, Wat Phou and head to 4,000 Islands. They tend to stay in cheaper guesthouses and are generally older back packers (30+) or mid market experientials from Europe & Australia. Table 3: Champasak Province: Analysis of Strategic Visitor Flows

Champasak Province Destination Management Plan: 2016 - 2018

4. 3 Prioritization of Strategic Visitor Flows The following criteria was used for prioritizing the Strategic Visitor Flows: 1. Are the number of visitors from this flow significant and what is their growth potential? Ø 1.5 - 3 = larger visitor numbers with high growth potential Ø 0 - 1.5 = smaller numbers of visitors with limited growth potential 2. What is the average spend per visitor per day? Ø 1.5 - 3 = above average / significant spend per day e.g. > USD70 Ø 0 - 1.5 = below average / small spend per day e.g. < USD40 3. Does this flow have a positive contribution to Responsible Tourism i.e. its social, environmental and economic impacts are more positive than negative Ø 1.5 - 3 = the positive impacts of this flow are greater than the negative impacts Ø 0 - 1.5 = the negative impacts of this flow are greater than the positive impacts

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

Table 4 below shows the 18 flows that were ranked for Champasak Province, highlighting the top 11 flows.

Contribution Av. Spend Flow No. of to per visitor Total Scoring 1 to 3 Tourists Responsible per day Tourism

1 Classic international 2 3 3 8 2 The loop Bolaven 3 2.5 2.5 8 3 4000 islands river life experiences 3 2 3 8 4 International small groups 1.5 3 3 7.5 5 Thai classic tour bus 3 2 2 7 6 Café tours 1 3 3 7 7 Tree Top Explorer 1 3 3 7 8 Expats markets 1 3 3 7 9 Eco Xepian 1.5 2 3 6.5 10 MICE 1.5 3 2 6.5 11 Motorbike flows 1 2.5 3 6.5 Cycling flows – under developed – future flow No infrastructure in place. No rentals. People need to bring their own bikes. Some Thai based TOs already organize trips for western groups e.g. 12 http://www.spiceroads.com/tours/southern_laos 1 2 3 6

Culture and ethnic groups in 4 provinces – limited but possible potential for future flow. Needs to be developed. Sometimes (but rarely) included in FITs or 13 groups from Exo Travel 0.5 2.5 3 6

Champasak Province Destination Management Plan: 2016 - 2018

Eco Dong Hua Sao – protected area on the Bolaven – where tree top explorer is. Green discovery do some Kayaking on the river. However opportunity as future flow if product 14 development/ investment takes place. 1 1 3 5 15 Domestic tourists 2.5 1.5 1 5 16 Lao new year 2 2 0.5 4.5 17 Vat Phou Festival 2 1 0.5 3.5 18 Boat racing 1.5 0.5 0.5 2.5 Table 4: Champasak Province Strategic Visitor Flows Ranking & Prioritization Score Card & Rank

4.4 Overall Conclusion of Analysis The following are key conclusions from the Champasak Strategic Visitor Flow Analysis:

1. Raise awareness of all flows: Champasak Province is relatively unknown outside of Laos. It is not until it is visited that most tourists are quietly surprised at what a diverse range of interesting experiences it has to offer. Tourism product and service providers need to continue to work together to market the destination regionally and internationally as well as with Vientiane based tour operators. The launch of the Southern Laos brand and website provides a perfect opportunity for Champasak Marketing Taskforce to continue to work together to raise awareness of the destination. In addition tourism SMEs also need their capacity built on how to utilise the Southern Laos brand to assist market their products and services.

2. Develop experiential products and services: Champasak Province has a diverse range of strategic visitor flows however almost all flows need to develop more experiential products and services that ensure high value visitors spend more and if possible stay longer within each flow.

3. Skill Development: All flows require a range of improved skills to be able to meet the demands of current and future international visitors and improve the overall competitiveness of Champasak Province within Laos and the region. Key skills required include: o Hospitality service skills (housekeeping, front office, food & beverage & food production & hygiene) o Tour guiding skills (content, communication, problem solving etc.) o Foreign language skills o Tourism SME business development skills (tourism marketing, business management & product development) o Responsible Tourism (how to implement into tourism destinations, sites and SMEs)

4. Synergies between key flows and their target audience: Several strategic visitor flows attract the same target audiences e.g. River Life, Expat Market, The Bolaven Loop, Xepian Eco, Tree Top Explorer all attract mid market FITs. The key people / influences on the demand and supply sides are the same. The synergies between these flows should be leveraged for marketing activities. Taskforces should work together to see how they can collaborate to maximise their marketing spend.

Champasak Province Destination Management Plan: 2016 - 2018

5. Conflict between flows: Visitors in the Thai bus group flow have different motivations, needs and wants of the destination compared to those of many other flows that attract the European market. Whilst recognizing the importance of the Thai bus group it is important to acknowledge the possible long term conflicts and develop products and services that will ensure future conflict is minimized. E.g. 4,000 Islands and Bolaven Plateau attract all flows

6. Responsible Tourism: With an abundance of natural and cultural assets in Champasak, tourism should be developed responsibly ensuring that the negative economic, social and environmental impacts of tourism are minimized and the positive impacts are maximised. With such a large percentage of visitors being driven to Champasak Province for its natural beauty and UNESCO site of Wat Phou, the destination needs to ensure all flows have clear responsible tourism criteria and guidelines to ensure its assets are safeguarded and the communities around these assets benefit.

The detailed action plan in Section 8 specifies activities for each flow and for the destination in general, including an allocation of responsibilities and resources.

Champasak Province Destination Management Plan: 2016 - 2018

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

Destination Management Activity Plan, Champasak Province (2016 – 2018)

2 Organized 2.1 Stimulate investment for more 2 Dept. of Jan 16 – ? ? international visitor accommodation provision catering to planning Dec 18 tours focused on international market in Champasak Province and invest. comfort and seeing 2.2 Develop an attractive tourism map for 1 Champasak Jan 16 – 10’000 - AFD Lao based GIS and design (older tourists, bigger Champasak town and Wat Phou pointing out town task Dec 16 - TIIGP expertise groups) experiential products, important sites and services force 2.3 Coordination meeting between Vat Phou 1 Champasak Mar 16 – N/A N/A

Champasak Province Destination Management Plan: 2016 - 2018

Code Name of visitor flow Identified actions to strengthen flow Priority Lead Timing Resources Potential Additional resources needed in level: respons. needed source of terms of HR expertise 1 = high (USD) funding (cost for the HR expertise is 2 = med included in the resource 3 = low estimates) concession holder and DMCs on how to best town task Jun 16 organize visits of international groups to Vat Phou force to avoid congestion (with Thai bus tours) 2.4 Targeted marketing of Champasak province to 1 Marketing Jan 16 – 20’000 - TIIGP Swisscontact CTBP international tour operators catering to this flow task force Dec 18 - Swisscontact with CTBP marketing coordinato r 2.5 Inclusion of new and existing experiential 1 Marketing Jan 16 – N/A N/A Swisscontact CTBP excursions into tour packages of DMCs task force Dec 18 with marketing coordinato r 2.6 Fam trip with Vientiane based DMCs and 2 Marketing Jul 16 – 20’000 - TIIGP Swisscontact CTBP; other international tour operators to Champasak task force Nov 16 - DMCs development partner expertise province with Jul 17 – marketing Nov 17 coordinato r 3 Organized 3.1 Diversify experiential product offer for 1 Champasak Jan 16 – 50’000 - AFD Swisscontact CTBP; product international visitor Champasak Town and surroundings, e.g.: town task Dec 18 - TIIGP development expertise tours focused on à candle light dinners at What Phou force comfort and à rice farming around Champasak experiencing (middle à cycling around Champasak aged, smaller groups) à trekking around Champasak 3.2 Diversify experiential product offer on 4000 1 4000 island Jan 16 – 30’000 - Swisscontact Swisscontact CTBP; product islands task force Dec 18 CTBP development expertise - TIIGP 3.3 Targeted marketing of Champasak province to 1 Marketing Jan 16 – 20’000 - TIIGP Swisscontact CTBP international tour operators catering to this flow, task force Dec 18 - Swisscontact including expats is neighboring countries as well with CTBP as Singapore and KL. marketing coordinato r 4 Wat Phou Festival 4.1 Improve management and coordination of 2 Event 3 10000 - TIIGP Lao based event management festival, including announcement/information taskforce months - Gov. budget; expertise sharing, traffic management, organization of under DICT before event income space during the event and cleaning up after leadership festival - Concession event (event task force) holder

Champasak Province Destination Management Plan: 2016 - 2018

4.3 Develop a market area for local products to be 2 Wat Phou June 16 5,000 - TIIGP Lao based handicraft expertise sold around Wat Phou in addition to the shop that taskforce – Jan 17 exists in the ticket office. 5 Ecotourism Xepian 7.1 improve Xepian access road to allow for all- 2 Xepian task Jan 17 – ? - Department year round accessibility force Dec 18 of public works 7.2 Quality improvement of accommodation and 1 Xepian task Mar 16 – 10’000 - TIIGP SME services in Xepian protected area (toilets, rooms, force Dec 17 support equipment) - Private sector co-financing 7.3 Improve solid waste management in Xepian 1 Xepian task Mar 16 – 5’000 - TIIGP Solid waste management (along trekking trails, around accommodation) force Dec 17 expertise 7.5 Improve signposting along the trails (tourist 2 Xepian task Mar 16 – 1’000 - TIIGP sites, accommodation, etc.) force Dec 17 7.6 Improve collaboration between public sector, 1 Xepian task Jan 16 – N/A N/A Facilitation support of meetings private sector and villagers for the promotion of a force Dec 18 from development partner, e.g. responsible and sustainable tourism (reduce noise WWF? from Karaoke sites, protect forest and environment, etc.) 7.7 Diversify community-based products in 1 Xepian task Mar 16 – 10’000 - TIIGP Lao based product development collaboration with villagers force Dec 18 expertise 6 Ecotourism Dong Hua 8.1 Carry-out scoping for eco-tourism experiences 1 Green Mar 16 – 5’000 - TIIGP Sao in Dong Hua Sao discovery? Jun 16 - Green Discovery 8.2 Develop eco-adventure/community based 1 Green Jul 16 – 10’000 - TIIGP products in collaboration with villagers discovery Dec 18 - Green Discovery - other private sector partners 7 The Loop Bolaven 9.1 Improved and attractive directional signage 1 The loop Mar 16 – 10’000 - TIIGP Lao based design expertise along the loop (expressing the brand of Southern task force Oct 16 (follow-brand expression Laos), indicating waterfalls, accommodation, guidelines) villages – include Cham Pi Waterfall UNWTO Tourism Roadside signage (international standards) 9.2 Attractive map including key information like 1 The loop Mar 16 – 5’000 - TIIGP Lao based map design expertise

Champasak Province Destination Management Plan: 2016 - 2018

Code Name of visitor flow Identified actions to strengthen flow Priority Lead Timing Resources Potential Additional resources needed in level: respons. needed source of terms of HR expertise 1 = high (USD) funding (cost for the HR expertise is 2 = med included in the resource 3 = low estimates) motorbike repair shops, attractions and task force Oct 16 accommodation 9.3 Small campaign on motorbike road safety 2 The Loop Nov 16 – 5000 - TIIGP Lao based education expertise targeting tourists, motorbike providers and police task force Mar 17; (including general population), including Nov 17 – à traffic in Laos and driving instructions Mar 18 à safety and security (helmets, locking of bikes) à what to do in case of accidents (leaflet with emergency numbers) 9.4 Improve existing products and diversify 1 The Loop Mar 16 – 20’000 - TIIGP Lao based product development experiential products along the loop to increase task force Dec 18 expertise; Swisscontact the length of stay 9.5 Update promotion platforms (TripAdvisor, 1 Marketing Mar 16 – N/A N/A Marketing task force; guide books, travel blogs) about the loop and link task force Dec 18 with www.southern-laos.com 8 Coffee Experience 10.1 Targeted promotion of coffee experiences to 1 Coffee Mar 16 – 5000 - TIIGP Marketing task force; journalists Tours specific market segments tourism Dec 18 - AFD à Expats in Vientiane (buy and sell Vientiane), task force - GIZ Related Bangkok, Siam Reap, Phnom Penh à Coffee specialist through coffee networks à Foodies through food blogs and magazines 10.2 Promotion of coffee experiences through 1 Marketing Mar 16 – N/A N/A main destination marketing platforms task force Dec 18 à www.southern-laos.com with à TripAdvisor marketing à guidebooks coordinato r 10.3 Work with DMCs and travel agents to include 2 Coffee Mar 16 – N/A N/A coffee tours into tour packages tourism Dec 18 task force 10.4 Conduct tour guide training for village guides 2 Coffee Jan 17 – Ref. 11.5 - TIIGP - Swisscontact include ecotourism awareness and guiding tourism Dec 17 - Swisscontact - Guide trainer & guide techniques. task force curriculum 9 Tree Top Adventure 11.1 Targeted marketing to new markets 1 Green Jan 16 – Internal Internal à new, young ASEAN middle class from BKK, KL, discovery Dec 18 resources resources CGK, Singapore à expats based in bigger cities around Pakse (VTE, LPG, Chiang Mai, Siam Reap, Phnom Penh, Ho Chi Minh) 11.2 Strengthen local tour guide skills for Tree Top 1 Green Mar 16 – Internal Internal Explorer guides discovery Jun 16; resources resources

Champasak Province Destination Management Plan: 2016 - 2018

Code Name of visitor flow Identified actions to strengthen flow Priority Lead Timing Resources Potential Additional resources needed in level: respons. needed source of terms of HR expertise 1 = high (USD) funding (cost for the HR expertise is 2 = med included in the resource 3 = low estimates) à hygiene training Mar 17 – à practical guiding skills Jun 17; à first aid training Mar 18 – Jun 18 11.3 Diversify experiential tourism product offer in 2 Green Jan 17 – 10’000 - TIIGP Product development expertise and around Nong Luang (so there is more reason discovery Dec 18 to stay in Nong Luang) 11.4 Improve access road to Nong Luang 1 Public Jan 16 – ? - Government works Dec 16 budget depart. 11.5 Conduct tour guide training for village guides 2 Green Jan 17 – 3,000 - Green - Swisscontact include ecotourism awareness and guiding discovery & Dec 17 Discovery - Guide trainer & guide techniques. DICT PIU - Swisscontact curriculum 10 MICE 13.1 Improve facilities for seminar and 2 CCCI, CHRA Jan 16 – ? - MICE hotels conferences Dec 18 13.2 Specialized training for hospitality staff and 1 CCCI, CHRA Mar 16 – 5’000 - TIIGP Lao based MICE expertise hotel owners focusing on MICE market Oct 16 13.3 Establish network and linkages with travel 1 CCCI, CHRA Mar 16 – N/A N/A Lao based MICE expertise agents / DMCs catering to this segments Oct 16 13.4 Add a MICE segment to the destination 2 Marketing Jan 17 – N/A N/A webpage task force Dec 18 with marketing coordinato r 11 4000 islands 15.1 Diversify experiential product offer on the 1 4000 Mar 16 – 40’000 - TIIGP Product development expertise experience flows 4000 islands islands task Dec 18 - Swisscontact (excluding à River Life Experiences force CTBP backpackers and Tai à Being a Rice Farmer for a day - Private sector bus tourists described à Sunset river cruises investment in flow 1) à dolphin experience cruise à on the colonial pathway (railway story telling with photographs and signage) à soft adventure (stand-up paddling, kayaking, cycling) 15.2 Workshops to improve public-private 1 4000 Mar 16 – 2’000 2’000 External facilitation support collaboration on 4000 islands (ticket prices for islands task Dec 18 sites, noise management, socially responsible force tourism, signage for standard boating prices in Nakasang, etc.) 15.3 Specific campaign on improving solid waste 1 4000 Mar 16 – 20’000 - TIIGP Lao based educational expertise;

Champasak Province Destination Management Plan: 2016 - 2018

Code Name of visitor flow Identified actions to strengthen flow Priority Lead Timing Resources Potential Additional resources needed in level: respons. needed source of terms of HR expertise 1 = high (USD) funding (cost for the HR expertise is 2 = med included in the resource 3 = low estimates) management on 4000 islands and in Nakasang islands task Dec 17 solid waste management boat landing (‘treasure island campaign’) force expertise 15.4 Develop an attractive tourism map of the 1 4000 Mar 16 – 5’000 - TIIGP Lao based GIS and map design 4000 islands with itineraries islands task Oct 16 expertise force 15.5 Improve comfort and quality of boats to cater 2 4000 Mar 16 – 20’000 - TIIGP SME better to the needs of older tourists islands task Oct 17 support force - Private sector financing 15.6 Improve quality and comfort of bicycles 3 4000 Mar 16 – 2’000 - TIIGP SME (including bikes with baby seats for families) islands task Oct 17 support force - Private sector financing 15.7 Conduct ‘safety; training programs for boat 1 4000 June 16 3’000 - TIIGP Professional trainers and operators islands task – Oct 17 consultant on boat safety to force prepare curriculum 12 Cycling visitor flows 16.1 Improve information on cycling in Southern 1 Cycling task Mar 16 – 2’000 - Swisscontact Swisscontact cycling expertise Laos on destination webpage, guide books, online force Dec 17 CTBP portals 16.2 Attract investment for good quality bike 1 Cycling task Mar 16 – 2’000 - Swisscontact Swisscontact cycling expertise rental in Pakse force Dec 17 CTBP 16.3 Promote cycling to specific target markets 1 Cycling task Jan 16 – 2’000 - Swisscontact Marketing task force (Thailand, expats markets in nearby cities) force Dec 18 CTBP 16.4 Design a specific cycling map with itineraries, 2 Cycling task Jan 17 – 5’000 - Swisscontact Lao based GIS and map design indication of fixing places, etc. force Dec 17 CTBP expertise 16.5 Organize cycling event in Champasak to 2 Cycling task Jan 16 – 5’000 - Swisscontact Cycling and event management profile Southern Laos as cycling destination force Dec 16 CTBP expertise 13 Motorbike visitor 17.1 Improve information on motorbike tourism 1 Cycling task Mar 16 – 2’000 - Swisscontact Swisscontact cycling expertise flows in Southern Laos on destination webpage, guide force Dec 17 CTBP books, online portals 17.2 Attract investment for good quality 1 Cycling task Mar 16 – 2’000 - Swisscontact Swisscontact cycling expertise motorbike rental in Pakse force Dec 17 CTBP 17.3 Promote motor biking to specific target 1 Cycling task Jan 16 – 2’000 - Swisscontact Marketing task force markets (Thailand, expats markets in nearby force Dec 18 CTBP cities) 14 Ethnic culture 18.1 Scoping assessment for this visitor flow 1 Swissconta Jan 16 – 5’000 - Swisscontact Resource persons with expertise experiences in à What are needs and interests of visitors ct CTBP Jun 16 CTBP on ethnic and cultural Attapeu, Salavan, à possible itineraries and points of interest experiences Sekong à needs and interests of local villagers and entrepreneurs within flow 18.2 Collect information and high quality pictures 1 Swissconta Jan 16 – 5’000 - Swisscontact Photographer and cultural

Champasak Province Destination Management Plan: 2016 - 2018

activities A.1 Build capacity on brand culture amongst DICT and private sector Marketing task Jan 16 – Jun 5’000 - Swisscontact Swisscontact CTBP stakeholders force with 16 CTBP 1 marketing coordinator A.2 Express brand in key strategic locations (airport arrival hall in Marketing task Jan 16 – Dec 15’000 - TIIGP Swisscontact CTBP Pakse, other airports, airline in-flight magazines, sign boards around force with 16 - Swisscontact

Champasak, Vientiane, Luang Prabang) marketing CTBP coordinator A.3 Constantly update and improve provincial tourism webpage Marketing task Jan 16 – Dec 5’000 - Swisscontact Swisscontact CTBP force with 18 1 marketing coordinator A.4 Develop a high quality Southern Laos tourism map (for sale) Marketing task Jan 16 – Dec 10’000 - TIIGP Lao based GIS and design expertise; force with 16 Hong Kong based map expertise 1 marketing involved in previous map development coordinator expercises (name?) A.5 Improve directional signage expressing the Southern Laos brand Marketing task Mar 16 – Dec 20’000 - TIIGP Lao based design expertise; following identity the in key local tourism destinations force with 18 the instructions of the brand expression à Champasak and What Phou marketing guidelines 2 à 4000 islands coordinator, in à Bolaven collaboration à Pakse with local

Champasak Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (cost for the HR expertise is included in 3 = low the resource estimates) destination task forces A.6 Improve information boards at key tourism sites in Champasak Marketing task Mar 16 – Dec 20’000 - TIIGP Lao based design expertise; following force with 18 -Concession the instructions of the brand expression marketing holders guidelines coordinator, in collaboration 2 with local destination task forces and concession holders A.7 Strengthen tourism information office in Pakse DICT Jul 17 –Oct 17 5’000 - TIIGP Lao based design expertise; à capacity building of staff in tourism office on how to provide Swisscontact CTBP 3 information and what information to provide à improve design and layout of office A.8 Training on the use of online marketing tools and platforms Marketing task Mar 16 – Dec 15’000 - Swisscontact Swisscontact CTBP (TripAdvisor, etc.) for private sector partners and DICT staff force with 16 - TIIGP 1 marketing coordinator A.9 Carry-out a market study for the potential for demand-oriented Marketing task Jul 16 – Oct 10’000 - TIIGP EMC, EDC, Ock Pop Tok, Lao based handicraft development in Champasak force with 16 handicraft expertise 2 à catering to international (Western) market marketing à catering to Thai and ASEAN market coordinator A.10 Build capacity of handicraft producer groups and develop Marketing task Jan 17 – Dec 10’000 - TIIGP EDC, Lao based business development improved handicraft products force with 17 expertise 3 marketing coordinator A.11 Promote Champasak to other ASEAN source markets with Marketing task Jul 16 – Dec 20’000 - GIZ RELATED GIZ RELATED interest in experiential tourism (Singapore, Jakarta, KL, BKK) force with 18 - TIIGP 2 marketing coordinator A.12 Diversify product offer for smaller day and half-day trips in and Marketing task Mar 16 – Dec 20’000 - TIIGP SME Swisscontact CTBP; product around Pakse in collaboration with entrepreneurs force with 18 support development expertise à Cycling tours in and around Pakse marketing - Private sector à Phou Sao Lao (improve access stairs and signposting at Phou Sao coordinator co-financing Lao 1 à Sunset river cruise; wine and dine à Kayaking, stand-up paddling in and around Pakse à One day tours to big lake on Thai side à Cooking classes à Dao Hueang Market tour

Champasak Province Destination Management Plan: 2016 - 2018

B.3 Carry-out in-house trainings in bigger hotels in Champasak CHRA Mar 16 – Oct 5’000 - Swisscontact Swisscontact CTBP Province linking in house training programme with standard 1 16 CTBP operating procedures (SOPs) B.4 Further strengthening of Champasak Hotel and Restaurant CHRA Jan 16 – Dec 3’000 - Swisscontact Swisscontact CTBP Association (CHRA) to coordinate hospitality trainings (Peun Than 17 CTBP 1 Heng a Sip, other hospitality trainings) - BAF

B.5 Mobile training on Peun Than Heng a Sip in 4000 islands, CHRA Mar 16 – Oct 30’000 - Swisscontact Swisscontact CTBP Champasak town, Bolaven Plateau and Pakse town according to 16 CTBP demand Mar 17 – Oct - TIIGP 1 17 - Private sector Mar 18 – Oct contribution 18 B.6 Improve tour guide training curriculum of DICT DICT, CPATA Mar 16 – Oct 5’000 - TIIGP Swisscontact CTBP 2 16 B.7 Complementary tour guide training based on newly developed DICT, PATA Mar 16 – Oct 15’000 - TIIGP Swisscontact CTBP training material by Swisscontact in key locations (Wat Phou, Coffee 1 16 tour guides, provincial guides, local guides on 4000 islands, village Mar 17 – Oct

Champasak Province Destination Management Plan: 2016 - 2018

Activities of importance for several flows Priority Lead Timing Resources Potential source Additional resources needed in terms 1 = high needed of funding of HR expertise 2 = med (USD) (cost for the HR expertise is included in 3 = low the resource estimates) guides in Dong Hua Sao) 17 Mar 18 – Oct 18 B.8 Develop English training pilot for tourism employees Swisscontact Jan 16 – Dec 25’000 - Swisscontact Collaboration with Pakse based English à develop concept, curriculum and training materials CTBP 16 CTBP language center (ARDA, Lao Vida) 1 à pilot trainings on 4000 islands, Champasak town, Pakse and Bolaven plateau C. Strengthen responsible tourism behavior in the province C.1 Establish criteria for responsible tourism destination Responsible Jan 16 – Dec 5’000 - Swisscontact Swisscontact CTBP management in Southern Laos and built capacity within all task 1 tourism task 16 CTBP forces force C.2 Organize campaign and support activities for keeping Responsible Jul 16 – Dec 30’000 - TIIGP Lao based solid waste management Champasak province clean (targeting schools, tourism businesses, 1 tourism task 17 - ADB other expertise; WWF tourists, public authorities) force projects C.3 Develop plans for the setting up and enforcement of solid waste Responsible Jul 16 – Jul 17 30’000 - TIIGP Lao based solid waste management management systems in key local tourism destinations (Don Det- tourism task - ADB other expertise; WWF 1 Don Kong, Champasak town and Wat Phou, Paksong, Pakse river force projects front and town) C.4 Improve solid waste management system on Don Det and Don Responsible Mar 16 – Dec 50’000 - TIIGP Swisscontact CTBP Kong (specific interventions on 4000 islands) tourism task 16 - ADB other à Improve solid waste collection system 1 force projects à Campaign targeting households, businesses, schools and tourists) à Investments to improve facilities for solid waste management C.5 Train hotels and restaurants in Champasak province on how to CHRA Apr – Sep 16 15’000 - TIIGP Swisscontact CTBP; Lao based greening green their businesses 2 tourism business expertise

C.6 Organize a campaign on child safe tourism Responsible Jul 16 – Jun 15’000 - TIIGP World Vision to manage the campaign 2 tourism task 17 - World Vision force C.7 Follow-up training of tourism businesses and public sector Responsible Jun – Oct 16 5000 - TIIGP Lanith trainers trained on child safe authorities on child safe tourism tourism task Jun – Oct 17 - World Vision tourism 2 force World Vision trainers trained on child safe tourism D. Tourism statistics and data management D.1 Build capacities on tourism-related M&E, statistics and data DICT statistics Feb 16 – Dec 20’000 - TIIGP ADB statistics expertise; Swisscontact; management (following a unified approach throughout Lao PDR) for 1 team 18 GIZ government officials and tourism project staff members D.2 Carry out an annual tourism exit survey DICT statistics Feb 16 – Dec 15’000 - TIIGP Swisscontact, EDC 1 team 18 - Swisscontact

D.3 Carry out an annual tourism business survey DICT statistics Feb 16 – Dec 15’000 - TIIGP Swisscontact, EDC 1 team 18 - Swisscontact

Champasak Province Destination Management Plan: 2016 - 2018

D.4 More research and understanding needed on potential for Marketing June 16 – Dec 10,000 - TIIGP Swisscontact, EDC experiential products for Asian tourists. E.g. uptake of products that Taskforce 17 - Swisscontact 1 will generate local economic development.

E. Transport, accessibility and infrastructure E.1 Strengthen Champasak transport association in terms of DICT PIU Jul 16 – Dec 5’000 - TIIGP Lao based business planning 2 business planning and management 16 consultants (e.g. EDC) E.2 Workshop between Lao airlines, CHRA, CPATA and DICT on how DICT PIU Mar 16 – Jun N/A N/A Swisscontact CTBP to improve air connectivity to Pakse (reliable schedules announced 1 16 in advance, opening for new airlines to fly into Pakse) E.3 Regular road maintenance and transparent allocation of funds DICT PIU Jan 16 – Dec ? - Gov budget N/A for road construction supporting prioritized visitor flows above 18 - maybe 1 partially KfW

E.4 Improve the road on Don Ket DICT PIU Jan 16 – Dec ? - Gov budget N/A 1 18 - maybe partially KfW F. Tourism policies and regulations F.1 Identify policy issues which are hindering tourism development DICT PIU Jan – Jun 16 N/A N/A N/A in Champasak province, in collaboration between public and private 1 sector stakeholders F.2 Present and address identified policy issues in national level task DICT PIU Jan – Jun 16 N/A N/A VTE based travel agents for the national 1 force on policies and regulations level discussions G. Tourism SME support activities (check PAM) G.1 Business planning support to selected SMEs supporting the DICT PIU Jul 16 – Dec 10’000 - TIIGP Lao based business planning 2 strengthening of prioritized flows 18 consultants (e.g. EDC) G.2 Facilitation of access to finance to selected SMEs supporting the DICT PIU Jul 16 – Dec 10’000 - TIIGP Lao based business planning 2 strengthening of prioritized flows 18 consultants (e.g. EDC) H. Destination Management Network H.1 Organize bi-annual meeting of Destination Management DMN secretariat Jun/Dec 16, 2000 - TIIGP Swisscontact CTBP 1 Network Board for monitoring of Destination Management Plan 17, 18 H.2 Establish taskforces of the Destination Management Network 1 DMN board Jan/Feb 16 N/A N/A Swisscontact CTBP H.3 Backstopping of Destination Management Network activities MICT PIU Jan 16 – Dec 20’000 - TIIGP Swisscontact CTBP 1 18 H.5 Training of government staff and DMN board members in MICT PIU Jun/Dec 16, 5’000 - TIIGP Swisscontact CTBP, EDC 2 visitor-flow based destination management 17, 18 H.6 Exchange visit with other destinations with their own DMN MICT PIU Mar 17 5,000 - TIIGP Swisscontact CTBP 3 structure in Laos H.7 Conduct tourism awareness training / workshop for tourism DICT PIU June 17 – Dec 5,000 - TIIGP 2 service providers in Ban Kiet Ngong (village level) 17

Champasak Province Destination Management Plan: 2016 - 2018

6. Monitoring and Evaluation 6.1 Why Monitoring & Evaluation? Monitoring and Evaluation is a useful way to track your destinations performance. It can assist the Champasak Province DMN in: • Having improved information for decision making • Prioritization of the DMP action plan • Improving the approach to tourism planning • Identifying areas that need more improvement • Measuring the performance of the DMN in implementing the DMP • Improving communication & coordination between tourism stakeholders (private and public sectors) • Enhancing the visitor experience • Improving the sustainability of the destination • Influencing policy changes

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

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

Champasak Province Destination Management Plan: 2016 - 2018

Pro Poor Local Economic Development

Compe++ve Sustainable Tourism Des+na+on ‘BeFer places for people to live in & beFer Places for people to visit’

Beneﬁciary net incomes increased

Tourism Stakeholders Tourism SMEs Tourism SMEs New tourism Improved tourism policies minimise the net incomes are employ more staﬀ MSMEs & eﬀec+ve expenditure on nega+ve social & increased Incl. women are developed tourism development environmental impacts of tourism

Increase in visitor spending

Increase in visitor arrivals Increase in length of stay

A range of ac+vi+es & interven+ons

Figure 3: Champasak Province Tourism Destination Management Plan Results Framework

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

The destination indicators can be broken up into four categories with each category relating back to the activity plan: 1. Destination Development and Management 2. Economic Impacts 3. Social and Cultural Impacts 4. Environmental Impact

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

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS DESTINATION DEVELOPMENT AND MANAGEMENT Destination % of Destination Internal survey during DMN secretariat Annually, Baseline: Management Management Network DMN Committee during DMN 0% (how stakeholders Committee Members who meetings Committee work together) are satisfied with the (categories to be given: Meetings functioning of the not satisfied – satisfied Target: Destination Management – very satisfied; 2016: 30% Network including room for 2017: 50% explanations and 2018: 70% suggestions) Number of taskforces Internal survey during DMN secretariat Annually, Baseline: established and functional DMN Committee during DMN 0 meetings Committee (categories to be given: Meetings not active – active – Target: very active; including 2016: 3 room for explanations 2017: 5 and suggestions) 2018: 7 Percentage of tourism SMEs Tourism business Statistics taskforce in Annually, after Baseline: satisfied with their survey charge of business high season 0% involvement and their and exit survey Target: influence in the planning 2016: 30% and development of tourism 2017: 50% 2018: 70% The Destination Interview with key Statistics taskforce Annually, Baseline: Management Activity Plan is stakeholders beginning of 0 actively used as the key tool (DICT, Provincial calendar year for Tourism Development Government Office, Target: and Management in the CHRA, CPATA) 2016: 1 Destination (scale to be used: 0 - 5) 2017: 3 2018: 5 The percentage of priority During DMN DMN secretariat Annually, Baseline: number 1 activities in the Committee meetings together with DMN during DMN 0%

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Destination Management committee Committee Target: Activity Plan that were Meetings 2016: 70% completed or are being 2017: 80% implemented 2018: 80% Has the destination… During DMN Statistics taskforce in Annually, Baseline: a. conducted a visitor Committee meetings charge of business during DMN a. no satisfaction survey that and exit survey Committee b. no covers the key visitor flows Meetings c. no b. shared findings with Target: stakeholders 2016: yes to a-c c. action in response to 2017: yes to a-c findings taken 2018: yes to a-c Visitor Percentage of visitors who Exit survey Statistics taskforce in Annually Baseline: Satisfaction would highly recommend (categories to be given charge of business during high First time survey data (what visitors like the destination to others in survey: not and exit survey season about the recommend – Target: destination) recommend - highly 2016: 50% recommend) 2017: 70% 2018: 80% Percentage of return visitors Exit survey Statistics taskforce in Annually Baseline: within the last 5 years charge of business during high First time survey data amongst total number of and exit survey season visitors Target: To be set once baseline data is available 2016: 2017: 2018: Percentage of visitors who Exit survey Statistics taskforce in Annually Baseline: consider the following charge of business during high First time survey data aspects of the destination and exit survey season

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS either as ‘good’ or ‘very Target: To be set once baseline good’: data is available - A. Diversity of sites and 2016: attractions A. - B. Diversity of excursions B. and activities … - C. Service quality in 2017: hotels and restaurants A. - D. Hygiene and B. cleanliness in hotels and … restaurants 2018: - E. Service quality of travel A. agents B. - F. Service quality of tour … guides - G. Value for money of attractions, excursions, hotels, restaurants and tour operators - E. Communication skills in foreign language of hotel and restaurant staff Destination Percentage of visitors who Exit survey Statistics taskforce in Annually Baseline: Promotion and express that they have used charge of business during high First time survey data Reputation key promotional and and exit survey season (how the information sources for the destination is destination, such as (tbd for Target: promoted and each destination): 2016: 30% visible externally) - Destination website 2017: 40% - Specific destination 2018: 50% brochures or booklets The number of times the During DMN Statistics taskforce in Annually, Baseline: destination has been Committee meetings charge of business during DMN First time survey data specifically promoted in and exit survey Committee Meetings

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS international trade fairs Target: 2016: 2 2017: 4 2018: 4 The number of times the Marketing taskforce Marketing taskforce Regularly, but Baseline: destination has been regular monitoring reported First time survey data specifically show-cased in during annual the media (print, television DMN or web-based) Committee Target: Meetings 2016: 2 2017: 4 2018: 6 The number of Marketing taskforce Marketing taskforce Regularly, but Baseline: familiarization trips of tour regular monitoring reported First time survey data operators and/or media to during annual the destinations DMN Committee Target: Meetings 2016: 1 2017: 2 2018: 2 Responsible Does the destination have: Responsible tourism Responsible tourism Annually, Baseline: Tourism a. Policies or guidelines taskforce survey taskforce during DMN First time survey data Management which support Committee responsible tourism in Meetings Target: the destination 2016: yes to a-c b. Human and financial 2017: yes to a-c resources allocated to 2018: yes to a-c strengthen responsible tourism (e.g. responsible tourism task force) c. Concrete measures that are being implemented to strengthen responsible tourism

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Percentage of tourism SMEs Tourism business Statistics taskforce in Annually, after Baseline: with: survey charge of business high season First time survey data a. Specific policies for and exit survey responsible business management in place b. Staff trained on policies or specific aspects of responsible tourism Target: management 2016: tbd c. Concrete interventions to 2017: tbd strengthen responsible 2018: tbd business practices d. A certification label or scheme for responsible tourism Percentage of visitors who Exit survey Statistics taskforce in Annually Baseline: stated: charge of business during high First time survey data a. Environmental pollution and exit survey season being a concern during their stay in the Target: destination 2016: reduction of 10% for both b. Child safety being a a and b as compared to prior concern during their stay year in the destination 2017: reduction of 10% for both a and b as compared to prior year 2018: reduction of 10% for both a and b as compared to prior year ECONOMIC IMPACT Tourism Flow The number of visitors per DICT statistics Statistic Taskforce Regularly, but Baseline: (volume & value) month and year, Dept. of Immigration / annual data DICT statistics at Destination disaggregated by country of border control, airport evaluation origin control, CHRA Target: CPATA 2016: tbd

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: tbd 2018: tbd

Number of prioritized During DMN Statistics taskforce in Annually, Baseline: tourism visitor flows in the Committee meetings charge of business during DMN First time data DMP with perceived and exit survey Committee Target: satisfactory growth Meetings 2016: tbd tendencies/vectors 2017: tbd 2018: tbd Average daily spend per Exit survey Statistics taskforce in Annually Baseline: main visitor flow charge of business during high First time data and exit survey season Target: 2016: increase by 20% as compared to previous year 2017: increase by 20% as compared to previous year 2018: increase by 20% as compared to previous year Average length of stay per Exit survey Statistics taskforce in Annually Baseline: main visitor flow charge of business during high First time data and exit survey season Target: 2016: increase by 0.5 days as compared to previous year 2017: increase by 0.5 days as compared to previous year 2018: increase by 0.5 days as compared to previous year Growth in revenue for the DICT statistics Statistic Taskforce Regularly, but Baseline: destination through tourism annual data DICT statistics evaluation Target: 2016: +20% as compared to previous year (depending on overall growth of economy in destination) 2017: +20% as compared to previous year

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2018: +20% as compared to previous year Enterprise Average occupancy rate in Tourism business Statistics taskforce in Annually, after Baseline: performance commercial accommodation survey charge of business high season First time data per month and average for and exit survey Target: the year 2016: increase by 20% as compared to previous year 2017: increase by 15% as compared to previous year 2018: increase by 5% as compared to previous year The number of… Tourism business Statistics taskforce in Annually, after Baseline: a. hotels survey charge of business high season First time data b. restaurants and exit survey c. tour operators Target: that have invested into 2016: 50% hospitality/tour guide 2017: 50% training during the 2018: 50% assessment period Percentage of tourism SMEs Tourism business Statistics taskforce in Annually, after Baseline: who state an improved survey charge of business high season First time data business and exit survey Target: performance/revenue as 2016: 50% compared to previous year 2017: 60% 2018: 70% Net growth (newly DICT statistics Statistic Taskforce Regularly, but Baseline: registered–closed annual data DICT statistics businesses) in registered evaluation Target: tourism SMEs in destination 2016: +10 2017: +10 2018: +10 Employment Direct tourism employment DICT statistics Statistic Taskforce Regularly, but Baseline: as percentage (%) of total annual data DICT statistics

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS employment, sex evaluation Target: disaggregated No targets, but more as measure of the importance of the sector and how this changes over time Number of directly DICT statistics Statistic Taskforce Regularly, but Baseline: employed people in the annual data DICT statistics tourism sector (full time evaluation equivalent = FTE), sex Target: disaggregated No targets, but more as measure of the importance of the sector and how this changes over time Target: No targets, but more as measure of the importance of the sector and how this changes over time SOCIAL AND CULTURAL IMPACT Community % of community members Community survey Statistics Taskforce Regularly, but Baseline: Impact who perceive the impacts of annual data DICT statistics tourism on their evaluation Target: communities as positive 2016: +20% 2017: +20% 2018: + 20% Number of villages involved DICT statistics Statistic Taskforce Regularly, but Baseline: in tourism annual data DICT statistics evaluation Target: 2016: 2 new ones 2017: 2 new ones 2018: 2 new ones Number of registered DICT statistics Statistic Taskforce Regularly, but Baseline: tourism SMEs owned by annual data DICT statistics local residents evaluation Target: 2016: 2 new ones

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS 2017: 2 new ones 2018: 2 new ones Number of initiatives Responsible tourism Responsible tourism Annually, Baseline: specifically aimed at taskforce survey taskforce during DMN First time data reducing the negative Committee impact of tourism on local Meetings communities (e.g. child safe Target: tourism training and 2016: 2 campaign) 2017: 2 2018: 2 Protecting and Percentage of listed cultural DICT statistics Statistic Taskforce Regularly, but Baseline: Enhancing heritage sites (at national or annual data DICT statistics Cultural Heritage, provincial level) with an evaluation Target: Local Identity and operational heritage 2016: 50%

Assets management plan 2017: 80% 2018: 100%

Percentage of SMEs who Business survey, Statistics Taskforce Regularly, but Baseline: actively source products district offices annual data First time survey data locally evaluation Target: 2016: + 20% 2017: + 20% 2018: + 20% ENVIRONMENTAL IMPACT Solid waste Perceived improvement in Business and exit Statistics taskforce Annually Baseline: management solid waste management surveys First time survey data infrastructure and services Target: 2016: 10% perceived improvement as compared to last year 2017: 10% perceived improvement as compared to last year 2018: 10% perceived improvement as compared to last year

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of specific policies Responsible tourism Responsible tourism Annually, Baseline: or initiatives to reduce, re- taskforce survey taskforce during DMN First time survey data use and recycle solid waste Committee Target: implemented (e.g. plastic Meetings 2016: 1 bag policies, new collection 2017: + 1 services, awareness 2018: + 2 campaigns)

Water and Percentage of tourism Business survey; Responsible tourism Annually, Baseline: sanitation tourism businesses and government statistics taskforce during DMN First time survey data general households with Committee appropriate waste water Meetings Target: management practices 2016: +10% (according to prevailing 2017: + 20% regulations) 2018: + 20%

Noise protection % of tourists andp that the Business and exit Statistics taskforce Annually Baseline: destination takes sufficient surveys First time survey data measures for noise protection Target: 2016: 50% 2017: 60% 2018: 70% Energy saving % of tourism SMEs who take Business survey Statistics taskforce Annually Baseline: measures active measures to save First time survey data energy Target: 2016: 30% 2017: 40% 2018: 50% Protection of Number of initiatives During DMN Statistics taskforce in Annually, Baseline: natural assets and specifically aimed at the Committee meetings charge of business during DMN First time survey data biodiversity protection of forests and and exit survey Committee Target: biodiversity implemented Meetings 2016: 2 2017: +2 2018: +2

Champasak Province Destination Management Plan: 2016 - 2018

CRITERIA INDICATOR HOW MEASURED? BY WHO? WHEN? BASELINE AND TARGETS Number of approved During DMN Statistics taskforce in Annually, Baseline: tourism investment projects Committee meetings charge of business during DMN First time survey data posing a threat to the and exit survey Committee natural assets and the Meetings Target: reputation of the 2016: 0 destination 2017: 0 2018: 0

Table 4: Champasak Province Destination Management Measurement Plan

7. References

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

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

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

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

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

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

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

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

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

Kill, A. (2014) Green Tourism in Laos. Project Report for GIZ. Produced as part of an MA in Sustainable Tourism Management for Eberswalde University for Sustainable Development in February 2014.

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

Ministry of Information, Culture & Tourism (2015) 2014 Tourism Statistical Report. Access via the internet at http://www.tourismlaos.org/files/files/2014%20Statistical%20Report%20on%20Tourism%20in%20Engli sh%20Version.pdf

Champasak Province Destination Management Plan: 2016 - 2018

Owen Edmunds, L. (2013) The necessary and sufficient conditions required to generate local economic development while conserving heritage sites for the main purpose of cultural tourism. Academic Paper, May 2013.

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

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

Swisscontact (2014) Situation Analysis: Tourism at the Four Thousand Islands, January to June 2014.

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

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

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

Key online resources for Champasak Province: http://www.southern-laos.com/-English- http://www.ecotourismlaos.com/champassak.htm http://www.greendiscoverylaos.com/all-3?filter_26[]=6 http://www.mekongarcc.net/sites/default/files/province_profile-champasak_press.pdf https://en.wikipedia.org/wiki/Xe_Pian_National_Protected_Area https://en.wikipedia.org/wiki/Champasak_Province http://www.travelfish.org/border_crossings/laos http://www.spiceroads.com/tours/southern_laos

Champasak Province Destination Management Plan: 2016 - 2018

8. Annex

Annex 1: Definitions

TERM DEFINITION Destination A destination comprises of one or more spaces, to which relevant numbers of visitors travel and where visitors spend their time and money. A destination is defined by numerous Strategic Visitor Flows (SVFs) and not as one territorial area defined by political or administrative boundaries. From the TOURIST (demand) perspective a destination is an area that provides facilities, services and a menu of attractions and activities which allows a holistic holiday experience for a stay of a couple of days or more. From the INDUSTRY (supply) perspective a destination is a locality offering a set of products and experiences, critically influenced by the role and attitude of interdependent service providers and their willingness to co-ordinate and co-operate. Source: University of St. Gallen (2013) Destination It is a process of leading, influencing and coordinating the planning and management of all Management the aspects of a destination that contribute to a visitor’s experience, taking account of the needs of visitors, local residents, businesses and the environment. Destination management includes the planning, development and marketing of a destination as well as how it is managed physically, financially, operationally and in other ways. Managing tourism destinations is an important part of controlling tourism's social, environmental and economic impacts. Destination management can include land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives, and a host of other techniques to shape the development and daily operation of tourism-related activities. No one destination is the same as another. The challenges and opportunities for growth will be different and the stakeholders present, their willingness, capability and skill will vary. As such it is not appropriate to suggest that a one size fits all for destination management. Source: Adapted from Solimar International (2012,) UNEP-DTIE - Sustainable Tourism Project (2013) Destination A Destination Management Plan is a shared statement of intent to manage, develop and Management promote a destination over a stated period of time. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources Plan (DMP) they will allocate. Source: Adapted from Visit England (2014) St. Gallen Model The St. Gallen Model for Destination Management® (SGDM) is a model for destination for Destination planning and development. It provides a market-demand-driven, realistic, and forward- looking perspective on the development of tourist destinations. The model enables Management decision-makers to identify strategic visitor flows (SVF) based on a six-step procedure. Since 2013 the University of St. Gallen, Switzerland have been developing the model based on practical experience in more than 30 destinations and the latest insights from ongoing research on destination management and marketing. Source: University of St. Gallen (2013) Strategic Visitor A strategic visitor flow (SVF) is a unit of measurement that maps out how visitors move Flows (SVF) to/from or within a destination. They reflect the way tourists interact with a destination: the attractions visited, activities pursued and experiences lived. SVFs consist of specific traveler segments with similar motivations and that pursue similar activities. They tend to

Champasak Province Destination Management Plan: 2016 - 2018

be localized (e.g. can be mapped), significant in numbers, have their own demand-supply mechanisms, exhibit individual dynamics and lifecycles, create business opportunities and can be analyzed, managed and commercialized. SVFs are used as the basic unit of analysis for destination management. Source: Definition adapted from University of St. Gallen (2013) Destination A DMN is a working group made up of many taskforces focused on improving the overall Management management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of strategic visitor flows within and across destinations. Network (DMN) The DMN is not a hierarchical management organisation (e.g. CEO run) but rather a group that is network-based that can influence and help a destination develop. A DMN is composed of range participants, not necessarily from one destination. They can include government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). In Laos PDR there is a DMN at the national level as well as at the provincial level. Source: Definition adapted from University of St. Gallen (2013) Taskforce A taskforce consists of a group of localized businesses and organisations (private and public) that are grouped together based on the way visitors interact / flow with relevant tourism attractions and activities in a geographic location. Taskforces are composed of participants from throughout the tourism value chain, including government agencies, tourism promotion authorities, private sector associations and individual firms, tourism and hospitality training bodies, and NGOs (conservation organizations, cultural heritage promotion groups). These participants collaborate to improve the competitiveness of the destination (visitor flow). There maybe many taskforces in your province that relate to common areas across all flows e.g. marketing, statistics, infrastructure development, training etc. or are only applicable for an individual flow e.g. Chompet walking tour, Chinese Car Caravans, Experiential FITs etc. Source: Definition adapted from University of St. Gallen (2013) What is “Creating better places for people to live in and better places for people to visit” Responsible OR Maximizing the POSITIVE impacts of tourism and minimizing the NEGATIVE impacts. - It takes into consideration the community ensuring they have access to the tourism Sustainable industry and are actively involved. Tourism? - It takes into consideration the local environment – ensuring that the local environment is not destroyed by tourism. - And its takes into consideration the economic benefits of tourism – ensuring that the local community get some of the financial benefit of tourism. - And most importantly it is about having a sustainable business that will provide you and your family with an improved livelihood for the future.

Responsible Tourism is sometimes called Sustainable Tourism.

Source: The Cape Town Declaration for Responsible Tourism Management (2002) Unique Selling The one key reason that a product or service is different from and better than that of its Proposition competitors. What makes your destination stand out from the crowd!

Champasak Province Destination Management Plan: 2016 - 2018

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

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

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

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

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

A key part of the SGDM process is the development of a Destination Management Network (DMN) and a Destination Management Plan (DMP). A DMN is a working group focused on improving the overall management and competitiveness of a tourism destination. Its role is to motivate, enable, facilitate and advise a collection of visitor flows and provincial level taskforces. The DMN is not a hierarchical management organisation (e.g. CEO run) but

Champasak Province Destination Management Plan: 2016 - 2018 rather a group that is network-based that can influence and help a destination develop.

This Champasak Province Destination Management Plan has been developed as a result of a series of workshops conducted with a wide range of tourism stakeholders by Swisscontact12 and funded by the Asia Development Bank in conjunction with the Ministry of Information, Culture and Tourism. This plan is a shared statement of intent of how to plan, promote and coordinate Champasak Province as a tourism destination over a three-year period13. The DMP sets out the agreed vision for Champasak Province’s priority strategic visitor flows, opportunities and challenges faced, a destination action plan and a monitoring and evaluation plan for the period 2016 – 2018. It articulates both the roles of the different stakeholders, identifies clear actions that they will undertake and the resources they will allocate. The DMP will be reviewed on a bi-annual basis by the DMN and revised on an annual basis.

12 www.swisscontact.org, Laos PDR 13 For this DMP the time frame is a three-year period however it can be for any agreed time frame. 52

Champasak Province Destination Management Plan: 2016 - 2018

Annex 3: Purpose and Use of the Destination Management Plans The purpose of this Destination Management Plan (DMP) is to support the planning, coordination, marketing and overall management of Champasak Province as a tourism destination over a three year period (2016 – 2018). This DMP will support Champasak Province’s tourism stakeholders to: 1. Increase their understanding of tourists in the respective destination i.e. the way a tourist interacts (tourist flows) with their destination and a tourists behaviour 2. Increase their understanding of a wide range of key tourism stakeholders and the ways in which they can work together to positively influence and improve specific tourism flows 3. Prioritise existing strategic visitor flows (SVFs) to focus on and identify appropriate strategies and actions 4. Identify new potential visitor flows that could be developed and identify the needs and priorities. 5. Identify capacity and resource gaps and define ways to tackle them 6. Clarify roles and responsibilities of key stakeholders to ensure an action orientated approach to the implementation of the DMP

Ultimately, the DMP shall contribute to: ü Increased visitor spending and value addition in the destination ü Reduction of economic leakages away from the destination ü Sustainable and responsible development of tourism in the destination, balancing economic, social and environmental benefits ü More inclusive growth of the tourism destination offering decent employment for existing and new entrants into the tourism industry, in particular the local communities within the destination.

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

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

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

Champasak Province Destination Management Plan: 2016 - 2018

Annex 4: Key Lessons Learned: The Challenges of Destination Management Key lessons learned from destination management in Lao PDR and similar destinations are: ü Destination management models have been thrust onto some destinations without recognizing where the destination is in its life cycle and the contextual relevance. ü Most Destination Management Organisations (DMOs) or Committees are funded by donors. Donor project time frames are often 3 to 4 years, which in many young emerging destinations is not long enough to develop sustainable, and effective destination management structures. ü Many stakeholders and donors believe that destination management should be the main responsibility of the government and financed by the government because the government defines the destinations territory by its administrative borders. This leads to the development of government designed and run DMOs who are built on weak foundations – insufficient funding and insufficient capacity. ü Tourism Destinations and DMOs have generally been defined and bound by political and administrative borders. These borders, more often than not, do not reflect the way tourists interact with a destination. Activities of the DMO become more focused on what the stakeholders (private & public) think they need rather than what the visitor actually needs and enhancing the visitors overall experience in the destination. ü Most DMOs are prescribed too many roles and responsibilities too soon. They try to be everything to everyone and are faced with chronic money and capacity shortages. In small destinations when committees are developed members of these tend to be associated only for power and prestige rather than for the better of the destination. In some cases this can lead to ‘elite capture’ with certain members / stakeholders participating for their own personal financial gain and not involving the “other” key stakeholders. ü Traditional heavy, elaborate and tedious planning processes have, on average, yielded modest (if any) results. At best most of these processes have produced lengthy documents (marketing plans, destination strategies, brand strategies) that have never been implemented because there is not the capacity (financial or human) or will to do so. ü Traditional destination management participatory processes imply that every body has to agree about everything. Involving everyone in planning exercises and striving to reach a single common goal, vision and master plan in most cases does not work and is not sustainable. Realizing the motivations and incentives of everyone are different is key. Move away from common ownership (the DMO belongs to everybody and serves everybody) to effective transactions and relationships with working groups. ü Pooling funds centrally (e.g. via membership fees or tourism taxes) reduces the accountability of the DMO resulting in poor performance and disgruntled members. The accountability, transparency and sustainability of a DMO is immeasurably enhanced when the individual services delivered by the DMO are paid for by private and public sector organisations that will benefit from these. i.e. Fees are collected on an activity-by-activity basis rather than pooling funds centrally. This ensures the DMO is accountable for each activity they are paid to do and ensures transparency and better long-term relationships between the DMO and their customers.

Champasak Province Destination Management Plan: 2016 - 2018

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

Step #6 Step #1

Step #5 Step #2

Step #4 Step #3

Source: University of St. Gallen, Switzerland.

Champasak Province Destination Management Plan: 2016 - 2018

Annex 6: Champasak Province Tourism Statistics

Champasak Province, Laos PDR Total Tourist Arrivals 2010-2014

5,000,000 Growth of 77% from 2010 to 2014 4,000,000 3,000,000 2,000,000

Tourist Numbers 1,000,000 - 2010 2011 2012 2013 2014 YEARS

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

Source: QUO Southern Laos Branding Presentation, 2015

Champasak Province Destination Management Plan: 2016 - 2018

Champasak Province Domestic Visitors vs. International Visitors 2014

International 40% Domesitc 60%

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

The following table project tourism numbers for Khammouance Province based on the Asia Development Banks Tourism Development project.

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

Champasak Province Destination Management Plan: 2016 - 2018

Annex 7: Champasak Province Tourism Visitor Survey Summary of Results I O n te rg r a n n a i ti Visitor Survey 2015 se o d n a Champasak Province T l T ra A ve lle r

20% 16% 13% 11% 7% 7% 7%

36% 45% 41% 35% 60% 38% > 60 years, retired University Couple Friend Plane Bus

Most important attraction / activity Attraction / activity during the trip 79% 63% 39% 91% 72% 70% 66% 55% Local River Waterfall Watphou River tour Waterfall Watphou Temple village tour First hear

30% 24%

Travel Travel agent guide 123 USD / day

Source of info

53% 49% 13 Days in Laos Travel Travel Days in Champasak agent guide 5 2 Nights on 4000 islands 1 Night in Pakse 1 Night in Paksong

83% 86% 76% 90% 75%

Attraction Hotel staff Food quality / Tour package Tour guide diversity friendlyness variety variety customer orientation

56% 46% 57% 23% 14%

Attraction Hotel staff Restaurant staff Travel agent Guide foreign cleanliness foreign language foreign language info. quality language

Source: www.southern-laos.com | www.swisscontact.org/mekong

Champasak Province Destination Management Plan: 2016 - 2018

In O te rg r a n n a i tio Visitor Survey 2015 se n d a Champasak Province T l S r e a l ve f lle r

17% 16% 12% 10% 7%

52% 57% 29% 32% 30% 27% 81% 18% 18-29 years University Employee Friend Couple Alone Bus Plane

Most important attraction / activity Attraction / activity during the trip 78% 46% 34% 83% 57% 51% 49% 45% Local Waterfall Watphou People Waterfall People Watphou Temple village

First hear

37% 23%

Travel Friend / guide Family 68 USD / day

Source of info

55% 46% 13 Days in Laos Travel Internet guide 6 Days in Champasak

35% 30% 3 Nights on 4000 islands 2 Night in Pakse Other Friend/ traveller Family 1 Night in Paksong

77% 74% 74% 75%

Attraction Hotel staff Hotel service Food quality / diversity friendliness quality variety

60% 44% 50% 54%

Attraction Attraction Info Hotel staff Restaurant staff cleanliness availability foreign language foreign language

Source: www.southern-laos.com | www.swisscontact.org/mekong

Champasak Province Destination Management Plan: 2016 - 2018

T h a i p a Visitor Survey 2015 t c o ka u g Champasak Province r e

55% 33% 31% 30% 42% 21% 91% 40-59 years University Gov employee Self employee Friend Couple Bus

Most important attraction / activity Attraction / activity during the trip 97% 72% 49% 100% 87% 74% 44% 32%

Waterfall Watphou Temple Waterfall Watphou Temple Museum Coffee tour

First hear

28% 24%

Travel Internet agent

/ day Source of information 50 USD

Days in Laos 46% 31% 29% 25% 3 3 Days in Champasak Travel Internet Other Friend/ agent traveller Family 2 Night in Pakse

95% 95% 88% 95% 95%

Attraction Hotel staff Restaurant Travel agent Guide diversity foreign language service quality reliability knowledge & skill

23% 22% 25% 20% 12%

Attraction Room price Restaurant Tour package Guide cleanliness cleanliness price fee

Source: www.southern-laos.com | www.swisscontact.org/mekong

Champasak Province Destination Management Plan: 2016 - 2018

Annex 8: Champasak Province / Southern Laos Tourism Assets

Source: QUO Branding Consultants, 2015

Champasak Province Destination Management Plan: 2016 - 2018

Annex 9: Champasak Province: Proposed Destination Management Network Taskforces

Champasak Des+na+on Management Network Board

DMN Secretariat

Proposed members: Proposed members: Task Force 1: Marke=ng coordinator, Task Force 8: Thai focussed travel ag and Marke=ng and Promo=on DICT, CHRA, CPATA, Lao Thai visitor ﬂow hotel (2 each), concession. airlines

Proposed members: Task Force 2: Proposed members: Task Force 9: Heritage oﬃce, AFD, DICT Hospitality skills task force CHRA, DICT, CTBP Champasak town task force Champasak, CPS Spa

Task Force 3: Proposed members: Proposed members: Task Force 10: Tour guide training task DICT, 3 CPATA members, District oﬃce, Boun, Thep, 4000 islands task force force CTBP Luesak, Mathieu, CTBP

Task Force 4: Proposed members: Task Force 11: Proposed members: Responsible tourism task CTBP, DICT, social welfare Xepian eco tourism task Kingﬁsher, district oﬃce, force dep, urban dev force. villagers

Proposed members: Task Force 5: Proposed members: Task Force 12: Motorbike rental, Tad Lo, Tourism sta=s=cs task force DICT The loop DICT Paksong, 2 priv. sec.

Proposed members: Task Force 13: Task Force 6: Proposed members: Green Discovery, cycling Cycling task force Tourism policies task force DICT, 3 private sector rep. guides, CTBP

Proposed members: Task Force 14: Proposed members: Task Force 7: DICT, public works and Southern Laos cultural Sabaidee 2 GH, Noi, Nang, Transport and accessibility D trans., Lao airlines, 1 priv sec experiences Atapeu, Sekong, Salavan

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

Champasak Province Destination Management Plan: 2016 - 2018

Annex 10: Champasak Province: DMN Feedback on DMP Activity Plans, January 2016 § Promote festival and events at Don Kong, Don Det, Don Khone and other Islands (each Island has its own unique activity). § Adjustment of the ticket price to the tourist sites for both international and domestic tourists. § Select and develop trekking trails, entire province but specially Vat Phou area. § Organization of space for selling local products around Wat Phou. § Conduct tourism awareness training/workshop for tourism service providers in Ban Kiet Ngong (village level). § The Loop Bolaven: Installation of directional signs to Cham Pi waterfall § Coffee Experience Tours and Tree Top Adventure: Conduct training for village tour guide in Ban Nong Luang (ecotourism awareness, techniques for guiding and etc.) § 4000 Island Experience: - Road improvement at Don Det - Conduct training for the boat service groups base on safety