Technical Assistance Consultant’s Report
Technical Assistance 6504-REG December 2011
Regional: Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Prepared by Tourism & Leisure Advisory Services
This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents. (For project preparatory technical assistance: All the views expressed herein may not be incorporated into the proposed project’s design.
Strategy and Road Map for Improving Tourism Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion 2011-2015
Final Report: December 2011
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
ABBREVIATIONS
ADB -- Asian Development Bank ASEAN -- Association of South East Asian Nations BIMSTEC -- Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation among the countries of Bangladesh, Bhutan, India, Myanmar, Nepal, Sri Lanka, and Thailand CAGR -- Compound Annual Growth Rate CBO -- Community Based Organization EA -- Executing Agency GDP -- Gross Domestic Product GMS -- Greater Mekong Subregion IA -- Implementing Agency NGO -- Non-Government Organization NTO -- National Tourism Organization PPTA -- Project Preparatory Technical Assistance PPSP -- Public-Private Sector Partnership RCI -- Regional Cooperation and Integration RCSP -- Regional Cooperation Strategy and Program SA -- South Asia SASEC -- South Asia Subregional Economic Cooperation SAARC -- South Asian Association for Regional Cooperation Grouping Bangladesh, India, Pakistan, Sri Lanka, Nepal, Maldives, Bhutan, and Afghanistan. SATIDP -- South Asia Tourism Infrastructure Development Project SMEs -- Small and Medium Enterprises STF -- Subregional Task Force TA -- Technical Assistance TDP -- Tourism Development Plan TWG -- Tourism Working Group UNESCO -- United Nations Educational, Scientific and Cultural Organization UNEP -- United Nations Environment Program UNWTO -- United Nations World Tourism Organization WTTC -- World Travel and Tourism Council UK -- United Kingdom UVP -- Unique Value Proposition
NOTE
In this report, “$” refers to US dollars.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Table of Contents
1 Introduction ...... - 6 - 1.1 Purpose ...... - 6 - 1.2 Objectives ...... - 6 - 1.3 Background ...... - 6 - 1.4 Methodology ...... - 7 - 2 Brief Overview of Tourism Sector ...... - 8 - 2.1 Tourism Assets ...... - 8 - 2.2 Recent Growth Trends ...... - 8 - 2.3 Forecasted Tourism Flows ...... - 8 - 2.4 Key Issues and Challenges ...... - 8 - 2.5 Recommendations ...... - 9 - 2.6 Measuring Success ...... - 10 - 3 Updated Tourism Development Strategy & Implementation Road Map ...... - 10 - 3.1 Review and Evaluation of the TDP 2004 ...... - 10 - 3.2 Recommendations for an Updated TDP Strategy and Road Map ...... - 11 - 4 Updated Subregional Tourism Sector Development Strategy ...... - 14 - 4.1 Overall Rationale ...... - 14 - 4.2 Principal Goal or Impact ...... - 14 - 4.3 Vision for Cooperation ...... - 15 - 4.4 Core Strategic Objectives & Targets ...... - 15 - 4.4.1 Core Strategic Objectives ...... - 15 - 4.4.2 Outcome Targets ...... - 16 - 4.5 Integrated Strategic Directions & Programs ...... - 17 - 4.5.1 Strategic Directions ...... - 17 - 4.5.2 Strategic Programs ...... - 18 - 5 Implementation Road Map 2011-2015...... - 18 - 5.1 Road Map for Implementation ...... - 18 - 5.2 Implementation Approach ...... - 24 - 5.3 Approach for Updating the Strategy and Road Map ...... - 24 - 5.4 Proposed Financing Approach ...... - 25 -
APPENDICES
Appendix 1 - Situation Analysis for the Tourism Sector in the South Asia Sub-Region
Appendix 2 - Overview Of Buddhist And Ecotourism Markets
Appendix 3 - Updated Review of Cooperation in Tourism in the South Asia Sub-Region
Appendix 4 - Marketing Strategy and Program
Appendix 5 - Safeguarding Heritage Sites
Appendix 6 - Private Sector Participation in Subregional Tourism Cooperation Initiatives
Appendix 7 - Regional Experience and Knowledge Sharing
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Subregional Tourism Fact Sheet
Key Variable Statistic Tourist Arrivals to South Asia Subregion countries in 2009 6.55 million international arrivals. Bangladesh 0.47 m, Bhutan 0.024 m, India 5.1 m, Nepal 0.5 m, and Sri Lanka 0.447 m. Profile of International Tourists 36.1% from Europe, 14.3% from East and Southeast Asia, 22% from South Asia, 17.6% from North America. Mainly older “baby boomers” younger wonder-lust and adventure seekers, and family resort market. Aside from business travel, holiday for cultural sightseeing, beach resort and adventure- based ecotourism; visiting friends and relatives; and pilgrimage are main reasons for visiting. Average length of stay is around 14.5 days. Average expenditure per day is around $ 126.80 Estimated Economic Impact of Tourism in 2009 (World Around 6% of Subregional GDP. Travel and Tourism Council) $116.1 billion in total travel and tourism demand. 37.2 million jobs. $20.8 billion in foreign exchange earnings. Growth trends and Forecasts in International Arrivals to International arrivals to the subregion increased by 10.7% per annum between 2001 and subregion 2009. Total estimated arrivals of 6.55 m in 2009 was down by -3.73% compared to 3.8 m in 2008. Due primarily to global recession. UNWTO forecasts indicate that the subregion could achieve close to 15 million international arrivals by 2020 with Bangladesh 0.9 m, Bhutan 0.12 m, India 8.9 m, Nepal 2 m, and Sri Lanka 3 m. Long staying inter-regional markets expected to comprise 75% of the market in 2020. Domestic Markets Large domestic markets +270 million in India alone. Average Length of stay is 2 to 3 days with low average expenditure per day. Main purpose of travel is for pilgrimage, business, holiday and visiting friends and relatives. Market growing at +5% per annum.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
SNAPSHOT OF THE UPDATED SUBREGIONAL TOURISM SECTOR STRATEGY
Long-term Impact:
“To increase the sustainability of tourism development, safeguard tangible and intangible culture and natural heritage, and through private sector participation and effective marketing, increase tourism-based livelihood opportunities.”
Strategic Directions and Programs
Vision: “To develop South Asia’s unique Buddhist heritage, natural and other tangible and intangible heritage assets into well-developed, integrated, conserved and sustainably managed and globally branded and marketed most preferred destinations.”
1. Sustainable & Inclusive 2. Capacity Building and 3. Marketing and Product Development of Thematic multi- Knowledge and Experience Development of Thematic multi- country Buddhist Heritage and Sharing to support sustainable country Buddhist Heritage and Natural Heritage Circuits development and marketing Natural Heritage Circuits
1.1 Safeguard heritage sites 2.1 develop a subregional 3.1 Joint marketing initiatives and landscapes in the priority tourism knowledge and to position and promote the thematic tourism circuits experience platform two thematic circuits in their target markets
1.2 Promote the participation 2.2 Organize learning activities 3.2 Promote product of the private sector as key designed to prepare public development & improvements partners in tourism sector tourism officials to in standards of tourist facilities development manage tourism HRD issues and services
1.3 Develop tourism 2.3 Harmonize the collection infrastructure to support new and analysis of tourism livelihood opportunities among statistics in the subregion the less advantaged
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
1 Introduction
1.1 Purpose
1. This paper sets out an updated tourism sector strategy and road map based on a refined vision to that originally set out in the 2004 Tourism Development Plan (TDP) that was discussed at the regional tourism workshop titled Improving Tourism Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion1 held from 4-6 August in Kathmandu, Nepal. The paper incorporates the comments received from participants during the workshop.
2. The overarching goals of the South Asia strategic framework for cooperation in tourism development resulting from the Kathmandu Workshop are: (i) to strengthen the platform for subregional cooperation in tourism, and (ii) maximize economic, social, and environmental benefits from growth in the sector. The updated strategy and road map is intended to guide the members of the South Asian Subregional Economic Cooperation (SASEC) Tourism Working Group (TWG) and interested stakeholders concerned with subregional cooperation in tourism, on the implementation of key subregional cooperation programs and activities between 2011 and 2015.
1.2 Objectives
3. The three objectives of the paper are to:
present the updated regional tourism sector development strategy; outline a 5-year action plan to guide the subregional cooperation agenda; and outline a 2-year implementation support program (2010-2012) that will be discussed further in detail with the countries going forward.
1.3 Background
4. Subregional cooperation in the tourism sector commenced in 2001 with the formation of the Technical Working Group to promote the subregion’s ecotourism and Buddhist tourism assets. In 2004, with technical assistance (TA) from the Asian Development Bank (ADB), the countries prepared a Tourism Development Plan that sought to leverage the synergies of the participating countries in the tourism sector and to maximize socioeconomic benefits by building a larger and more sustainable tourism flow. The TDP set forth a framework of seven strategic programs designed to address key challenges facing the subregion, as follows: coordinated marketing to address low market awareness and poor image; enhancing product quality to raise competitiveness; enhancing the convenience of travel between and within the countries; developing human resources to raise public sector tourism heritage site management capacities and private sector service standards and competitiveness;
1 The subregion includes Bangladesh, Bhutan, Nepal and Sri Lanka, and the northeast India states of West Bengal, Bihar, Uttar Pradesh, Orissa, Jharkand, Assam, Meghalaya, Manipur, Tripura, Misoram, Nagaland, Arunchal Pradesh, and Sikkim.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
developing ecotourism based on nature and culture to take advantage of the comparative advantage of the subregion in this area;
developing Buddhism circuits to take advantage of the uniqueness of its Buddhism heritage; and
enabling the private sector to increase investment, increase the number of small and medium scale enterprises, and participation and to co-opt its marketing acumen as a partner in subregional marketing activities.
5. The implementation of the TDP was to be undertaken by each country except for subregional components such as coordinated marketing and organization of subregional forums that one country (i.e., India) agreed to lead. A number of TDP initiatives were subsequently undertaken to implement the strategic programs including:
production of subregional promotional materials and participation in travel trade shows and events;
elaboration of a more detailed tourism human resource development (HRD) strategy and action plan including implementation of the train-the-trainer component of the plan that saw 272 trainers trained in 2006; and
preparation of the South Asia Tourism Development Project (SATDP) study in 2007 to elaborate the development of the ecotourism and Buddhism programs that resulted in the formulation of the recently approved South Asia Tourism Infrastructure Development Project (SATIDP) in Bangladesh, India and Nepal.
th 6. The 8 TWG meeting held in Bhutan in 2008 also reviewed the continuing relevance of the TDP. It concluded that in order to improve its focus, facilitate implementation, and address new challenges concerning the safeguarding of heritage sites, the 2004 TDP would need to be updated and made into a more flexible and living document. In this context, and in light of the implementation of the SATIDP in three countries, the TWG sought the support of the ADB to provide technical assistance to update the 2004 TDP as well as provide implementation support for an initial period of two years in the key areas of (i) marketing, (ii) product quality, (iii) travel facilitation, (iv) human resource development, and (v) private sector participation.
1.4 Methodology
7. This updated tourism sector strategy and road map has been based on a review and evaluation of the 2004 Tourism Development Plan, on the experience and lessons learned from past cooperation in tourism both within and outside the subregion, from the implementation experience based on country consultations conducted between March and April 20102 and from the results of a subregional workshop held in Kathmandu, Nepal from 4-6 August, 2010. In this context, the paper proposes a framework for moving forward with meaningful subregional cooperation in tourism.
8. Key areas considered by this paper in setting out the revised strategy and road map for subregional cooperation in tourism are: the rationale and vision for regional cooperation in tourism development; integrated strategies for regional cooperation over the next 10 years;
2 To assist in the preparation of the updated strategies and road map for implementation, the technical assistance team conducted consultations with each participating country's National Tourism Organization (NTO) between March- April 2010.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
implementation approaches and options for the first five years; and implementation arrangements for executing projects, monitoring and evaluation, and appropriate regional communications platforms.
2 Brief Overview of Tourism Sector
2.1 Tourism Assets
9. The South Asia subregion is endowed with diverse tangible and intangible cultural and natural resources that includes many natural and cultural heritage sites and landscapes containing a rich intangible cultural heritage inscribed in the World Heritage List, an ancient cultural heritage dating back over 5,000 years giving it a rich diversity of ethnic groups with distinctive lifestyles and is the ancient heartland of Buddhism; and a landscape that includes the world’s highest mountain in the eastern Himalayan range, some of the largest coastal mangrove forests, longest sea beaches, and internationally recognized biodiversity hotspots.
2.2 Recent Growth Trends
10. The subregion’s unique natural and cultural heritage endowments attracted an estimated 4.62 million international arrivals in 2008 with estimated average length of stay ranging around 14.5 days and average expenditure of $126.80 per day.
11. The overall growth trend in international tourist arrivals to the countries of the subregion between 2001 and 2009 has been 10.7% per annum. For 2009, the World Travel and Tourism Council (WTTC) forecast that tourism activity in the subregion countries (most of it in India) accounted for around 6% of regional GDP, 37.2 million jobs, $116.1 billion in total travel and tourism demand and $20.8 billion in foreign exchange earnings.3 A fact sheet containing other important statistics is included at the front of the paper.
2.3 Forecasted Tourism Flows
12. Of the total global international arrivals by 2020, South Asia is forecast to attract 18.8 million or 1.2% of total forecast arrivals. Individual country forecasts indicate that by 2020, the countries of the subregion are forecast to receive almost 15 million international visitors as indicated in Table 1.
Table 1: Comparison of Current vs. Forecasted Tourism Arrivals (millions) Country Year 2009 Year 2020 % Growth Bangladesh 0.467 0.9 6.1 Bhutan 0.0276 0.115 13.9 India 5.367 8.9 4.7 Nepal 0.5 2.0 13.5 Sri Lanka 0.5 3.0 17.7
2.4 Key Issues and Challenges
13. Despite the strengths of its Buddhism and ecotourism tourism assets and their strong market potential, the countries of the SASEC subregion have not realized the full potential
3 See: World Travel and Tourism Council. http://www.wttc.org/eng/Tourism_Research/Tourism_Impact_Data_and_Forecast_Tool/index.php )
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
benefits from tourism due to a range of market, infrastructure, heritage management, product quality, and institutional constraints.
14. The key weaknesses, strengths, opportunities and threats affecting performance in the sector are shown in Table 2.
Table 2: Key Tourism Sector Strengths, Weaknesses, Opportunities and Threats Key Weaknesses: Key Strengths:
1. Poor market awareness and image as a Its unique, outstanding, and diverse natural and destination. cultural heritage assets many of which are world 2. Inadequate connectivity and poor destination and class. tourist site infrastructure. Strong existing and potential market appeal. 3. Poor standards of tourist facilities, services and A friendly population with a good hosting tradition products and inadequate safeguarding of heritage A gradually improving access and connectivity sites important for tourism. and other infrastructure scenario. 4. Limited private sector participation in investment, industry regulation and marketing, and weak public sector institutional capacities. Key Opportunties: Key Threats:
Leverage the potential strong market demand for Continuing security and safety concerns resulting the subregion’s world-class Buddhist and natural from conflicts and natural disasters. and cultural heritage assets. Poor preservation and conservation management Harness the management and financial capability of of cultural and natural heritage assets of high the private sector in tourism development, tourism value. regulation and marketing. Harness the local knowledge of local communities for nature and culture-based ecotourism. Leverage the synergy and complementarities of the subregion’s natural and cultural heritage assets and political will for subregional cooperation.
15. Appendix 1 sets out a more detailed analysis of the current situation in the tourism sector of the subregion, while Appendix 2 provides a detailed review of the subregion’s potential ecotourism and Buddhist heritage markets.
2.5 Recommendations
16. The main recommendations for enhancing subregional cooperation in tourism and building a more coherent multi-state quality destination to attract high yield tourists are as follows:
develop improved market image of the destination; conserve cultural heritage sites and improve visitor facilities; improve access and connectivity to and within the subregion focusing investment on key thematic tourism circuit concepts and increased and improved quality of tourist destination site infrastructure; and raise public sector institutional capacities for developing and marketing the subregion as a single destination.
Note that cross border facilitation is an issue to be taken up by non-tourism agencies which is beyond the scope of this technical assistance paper. Cross border facilitation includes more border points opened, improved border facilities, and streamlined cross border processing.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
2.6 Measuring Success
17. Key indicators for monitoring improvement in the sector are as follows:
increased tourism visits to the main tourism circuits and increased international tour operator listing of South Asia subregion tours in their brochures;
increased restoration works, enhanced visitor facilities and interpretation, and effective cost recovery mechanisms in place for operations and maintenance; improved access conditions, improved quality and reliability of road transportation services, enhanced road signage, and road side rest areas and tourist information;
increased attractiveness of the destination and site environment; presence of a subregional tourist facility and operations certification and recognition scheme; and enhanced subregional dialogue, increased contributions to marketing key circuits on a subregional basis, and commitment to supporting the development of a subegional tourism institutional framework for planning, development, quality standards, and marketing.
3 Updated Tourism Development Strategy & Implementation Road Map
3.1 Review and Evaluation of the TDP 2004
18. Lessons Learned from the Implementation of the TDP: Based on the review of the lessons learned indicated in Volume 1 of the report on the SASEC Tourism Development Project,4 discussions with the countries in March and April 2010, and confirmed by the stakeholders during the Kathmandu Workshop, the main lessons learned from the formulation and implementation process of the TDP can be grouped into lessons dealing with resourcing, institutional ownership, communications, ownership of programs and projects, partnering, and sustaining implementation. These are summarized below.
Table 3 Key Lessons Learned from the Implementation of the TDP Resourcing Subregional Initiatives: Insitutional Ownership,Partnering & Capacities:
Subregional cooperation initiatives need to reflect the reality that Subregional initiatives need to generate strong support and country institutional, human and financial resources available for this ownership from other public sector agencies, the private sector and will remain limited. development partners. Pragmatic approaches, concise communications and active Key decisions made at the TWG Meetings require high-level coordination are needed to maintain momentum. representation and ownership across key stakeholders that should be represented at TWG meetings. The TDP was ambitious in the scope of its programs and projects leading to calls to refocus the TDP on a more achievable range of Greater levels of partnering in the implementation of initiatives targets. At the Eighth meeting of the TWG in Bhutan in 2007, it was between the public and private sector and development partners in agreed that the TDP should be updated and made more into a more key areas such as quality standards and marketing will be critical to flexible living document and road map. the success of these cooperation initiatives Enhanced institutional capacity and commitment to sustain program implementation. Communications Arrangements: Sustaining Implementation:
A clearly defined institutional and well-structured arrangements for The inclusion of an effective monitoring and evaluation procedure implementing and communicating tourism cooperation initiatives is with indicators would make it easier for the NTOs to monitor and essential requiring: evaluate the value added of subregional cooperation initiatives. Subregional initiatives such as HRD, marketing, travel facilitation, user-friendly communication and regular working meetings; safeguarding heritage sites, etc need to be mainstreamed into national and state/provincial programs if their implementation is to
4 ADB TA 6362-REG: SASEC Tourism Development Project, approved in December 2006 for $1.0 million.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
be sustained. effective communication platform; An effective financing mechanism to sustain subregional web-based solutions to knowledge and experience sharing; and cooperation initiatives needs to be developed. provision of equipment and training to develop the IT capabilities of the ministries and NTOs.
19. A more detailed review of the subregional cooperation agenda in the tourism sector and lessons learned is provided in Appendix 3.
20. The TDP had been a useful tool for guiding subregional cooperation in tourism towards common goals and objectives. However, overall progress in implementation at the country level had been modest because: the TDP lacked a clear conceptual framework and rationale and vision on which it could be based;
the regional and subregional dimension of connectedness of destinations, sites and products (tourist infrastructure and facility and services) in the TDP were considered to be weak;
the logical sequencing and the linkages between its overall goal, strategic objectives and its specific outputs were not well integrated within the context of an overall spatial organizing vision; and it lacked an effective mechanism for periodic adjustments in order to maintain its relevance in guiding the subregional cooperation agenda.
21. In particular, it was noted that the following are areas of improvement for the TDP:
destination organizing principle and development framework needs to be clarified; strategic programs especially its destination development, marketing, cross border facilitation, and human resource development programs need to be more integrated around a key spatial context;
strategic programs and projects need to be more realistically aligned with the resources and institutional capacity to implement them; mechanisms for monitoring, evaluating and communicating progress need to be further developed; and
approach to updating the strategy and action plan to keep it relevant as the guiding framework for the subregional tourism cooperation agenda needs to be set out.
22. In light of the above observations the main recommendations for updating the strategy and roadmap is set out below.
3.2 Recommendations for an Updated TDP Strategy and Road Map
23. Simpler, More Focused, Flexible and Resource Sensitive Approach: While the basic concept of the TDP remains relevant, given the lessons learned, the significance and fast pace of change, and the resourcing realities facing subregional cooperation initiatives, a simpler and more flexible strategic approach is required. Such an approach should focus cooperation between the countries on a designated destination concept that will not only be easier to implement, but also garner greater support from the other government agencies of the participating countries, the private sector, local communities and the development partners.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
24. Clearer Spatial Vision and Framework for Cooperation: Although the TDP certainly recognized the concept of Buddhist and ecotourism destination themes as the subregion’s comparative advantage, a clear conception of the spatial vision and framework for tourism development is to be found in the report of the SASEC Tourism Development Project that was implemented between 2007 and 2008. The TA involved the preparation of a tourism infrastructure road map based on the identification of a vision for the future of SASEC tourism premised on the development of a “South Asia Buddhist Circuit” and a “South Asia Ecotourism Circuit” and related multi-country tourism sub-circuits as a framework for phased infrastructure development.
25. The “South Asia Tourism Circuits and Infrastructure Vision” is seen as the core-unifying element linking all other regional initiatives and providing a focus for other activities including national level activities and investments within the cooperation framework. The vision involves a pattern of interlinked priority thematic multi-country circuits of nature and culture- based destinations determined and ranked on the basis of key criteria, including the levels of market demand, contribution to national and regional tourism growth, and poverty reduction. The TA identified nine multi-country tourism circuits for priority intervention in terms of access and destination infrastructure, as well as improved management. The nine sub-circuits in priority order comprised:
1. The Footsteps of Lord Buddha circuit. 2. The Nepal Ecotourism Road circuit. 3. The North East Himalaya circuit. 4. The Bangladesh Heritage Highway circuit. 5. The Bhutan-India circuit. 6. The Brahmaputra River circuit. 7. The Great Himalaya Trail circuit. 8. The Sri Lanka Cultural Triangle. 9. The Sri Lanka Southern Ecotourism Triangle.
th 26. The above 9 sub-circuits or routes were defined and agreed by the countries during the 8 TWG Meeting held in Bhutan from 26-27 July 2007 and affirmed at the 9th Meeting of the TWG held in New Delhi from 23-24 April 2008 and have been used as the basis for the South Asia Tourism Infrastructure Development Project. At the Kathmandu Workshop, the stakeholders reaffirmed the circuit framework but sought to clarify this by adopting a more market orientated nomenclature for the circuits, and adjusting the arrangement of some of the circuits in the Himalayan portion of the subregion as follows:
1. The Footsteps of Lord Buddha Circuit. 2. The Himalayan Heritage Route that included not just The Nepal Ecotourism Road sub-circuit, but also The North East Himalaya sub-circuit, The Bhutan- India sub-circuit, and that could also be extended to include the Indian States of Uttarakhand and Himachal Pradesh to the west of Nepal that could include subsidiary circuits such as the “Lakes-to-Lakes Circuit linking Pokhara- Kanchipur-Naniral-Deradun-Himachal Pradesh-Dharamsala. 3. The Bangladesh Heritage Route that should include the Sundabans. 4. The Brahmaputra River Route. 5. The Great Himalaya Trail. 6. The Sri Lanka Buddhist Heritage Route that should also include Kalpitiya, and 7. The Sri Lanka Nature Tourism Route including both the southern and central circuits.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
27. The vision also broadly identifies the investment requirements of these multi-country circuits in terms of access and destination infrastructure, as well as improved management. The vision, thus provides:
a long-term development planning framework for phased development of infrastructure along multi-country circuits in accordance with priorities and available funds;
a rationale framework for undertaking and coordinating public tourism infrastructure and private sector tourism facility investments; and
the basis for coordinating and implementing related marketing, quality standards, heritage safeguards, and capacity and management support initiatives.
28. Key Elements of an Updated Tourism Sector Strategy and Road Map: Given the assessment of the TDP and recommendations provided above, the stakeholders at the Workshop agreed that an updated tourism sector strategy and road map should: focus the entire regional cooperation agenda on the integrated development of thematic multi-country tourism circuits as identified in the 2008 SASEC Tourism Development Project leading to SATIDP;
prioritize the sequence of developing the multi-country thematic circuits and their sub- circuits from an implementation point of view as identified in the study leading to SATIDP; set out an integrated development strategy and 5-year road map for implementation of the multi-country thematic circuit/s; set out effective institutional arrangements for implementation and a communication platform to monitor and evaluate progress, coordinate project activities, garner private sector participation, and share knowledge and experience; and
provide a mechanism for updating the strategy and road map to keep it relevant as the guiding framework for the subregional tourism cooperation agenda.
29. Given the limited institutional and resourcing capacities for regional initiatives, the implementation of the cooperation agenda should be phased so that it ideally focuses upon one thematic circuit only or if both, then limits the activities to specific sub-circuits and linkage activities. This requires that the thematic circuits be prioritized as has been done in the road map leading to SATIDP with the priority sub-circuits being taken up for integrated development and marketing.
30. Elements of an integrated development strategy for the two multi-country thematic circuits will include the following: a clearly stated rationale for subregional cooperation in tourism and a vision of their function at the end of the planning horizon, i.e. suggested as 2020; an integrated set of development objectives for the circuits derived from the 2020 vision; an integrated development strategy for implementing the development objectives for the multi-country circuits covering investment in physical infrastructure and tourist facility and services improvements at and between destinations and sites, as well as a range of software improvements designed to enhance the protection of heritage assets, facilitate travel to and within the circuit, create market awareness, raise and maintain the quality of tourist facilities and services, increase community and private sector participation, and enhance tourism human resource capacities;
an implementation framework that includes:
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
a 5-year road map of activities or action plan designed to implement the development strategy based on its strategic objectives;
institutional arrangements for implementation at the national and regional level; a monitoring and evaluation system; a communication platform to coordinate monitor and evaluate progress; and a mechanism for updating the strategy and road map to keep it relevant as the guiding framework for the subregional tourism cooperation agenda.
31. Following these guidelines, a proposal for a more focused and flexible tourism sector strategy to guide the subregional cooperation agenda was agreed by the stakeholders at the Kathmandu Workshop as set out below.
4 Updated Subregional Tourism Sector Development Strategy
4.1 Overall Rationale
32. The overall rationale for subregional cooperation in tourism among the countries of the subregion rests on the premise that this will lead to enhanced effects in terms of tourism volumes, length of stay and expenditure, safeguarding natural and tangible and intangible cultural heritage, elimination of air connectivity and visa constraints, and socio-economic benefits for each country (especially in providing increased livelihood opportunities for the poorer sectors of the population) than will be possible by going alone. This synergistic effect derives from:
The geographical proximity and historical bonds within the subregion; the complementary nature of the subregion’s natural and cultural heritage assets and large demand for multi-country travel experiences and presence of large intra-regional travel markets;
the similarity between the countries’ tourism development issues, goals, objectives and strategies; 5 private sector carriers , lodging establishments such as hotels, resorts and guest houses, and tour operators that take a regional business approach;
cooperation in the area of marketing, standards, etc. is best approached at the subregional rather than regional level;
obligations of the States Parties to the 1972 Convention concerning the Protection of the World Cultural and Natural Heritage (The World Heritage Convention); and cooperation at the subregional level contributes the achievement of the goals of the SAARC and BIMSTEC regional cooperation frameworks.
4.2 Principal Goal
33. The main goal of the South Asia Subregional tourism development strategy is:
“To increase the sustainability of tourism development, safeguard tangible and intangible culture and natural heritage, and through private sector participation and effective marketing, increase tourism-based livelihood opportunities.”
5 Includes air, rail, road and water transportation operators.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
4.3 Vision for Cooperation
34. Given the unique character of its Buddhist and Himalayan nature and culture tourism assets, and the proven market potential for these,6 the TWG’s long-term vision for tourism in the South Asia subregion is proposed as:
“To develop South Asia’s unique Buddhist heritage, natural and other tangible and intangible heritage assets into well-developed, integrated, conserved and sustainably managed and globally branded and marketed most preferred destinations.”
35. Buddhism as a theme in the vision should be understood to include “pilgrimage” and that Buddhist heritage should be understood to mean “Buddhist Culture including architecture, philosophy, and way of life” not just “religion or pilgrimage travel”. Also, it should be noted that the adoption of a subregional thematic Buddhism and Ecotourism circuits does not mean that other unique cultural heritage attractions will be excluded in the set of product offerings in these.
4.4 Core Strategic Objectives & Targets
4.4.1 Core Strategic Objectives
36. The core objective for working towards the overall goal and vision for tourism in the South Asia subregion is the development and promotion of two multi-country thematic tourism circuits and their sub-circuits namely:
The “In the Footsteps of Lord Buddha and His Followers” Circuit comprising:
The Footsteps of Lord Buddha (1) and The Sri Lanka Buddhist Heritage Route (6) as its core; with The Bangladesh Heritage Route (3), with
the Himalayan Heritage Route (2) including the Nepal Ecotourism Road Circuit (previously (2)) and The North East Himalayan Circuit (previously 3)) as subsidiary circuits; and
The “South Asia Nature and Adventure” Circuit comprising:
The Brahmaputra River Route (4), The Great Himalaya Trail (5), The Himalayan Heritage Route (2), and The Sri Lanka Nature Tourism Route (7) as its core; with
The Bangladesh Heritage Route (3), and The eastern parts of the Himalayan Heritage Route (2) (i.e. The Bhutan-India Circuit previously (5) as its subsidiary.
37. The location of the two thematic circuits and their sub-circuits is shown below.
6 Buddhism as a theme in the vision is understood to include pilgrimage while Buddhist heritage travel is taken to mean not just pilgrimage but also interest in Buddhist culture, philosophy, and way of life.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Core and Subsidiary Buddhist Circuits Core and Subsidiary Ecotourism Circuits
Source: SASEC Tourist Development Project, 2008
38. These routes or sub-circuits provide a clearly defined spatial context within which priority destinations can be identified and used to provide the focus for an integrated set of short to medium strategic programs. It should be noted that while the thematic emphasis is upon Buddhist and ecotourism circuits, this does not mean that they will offer only Buddhist sites or natural attractions, but also include the full range of other natural and cultural (tangible and intangible) attractions in the case of Buddhist circuits, and tangible and intangible cultural attractions in the case of ecotourism circuits.
4.4.2 Outcome Targets
39. The specific outcome targets of the strategy based on the original TDP and inputs from the Kathmandu Workshop are as follows:
increase the annual rate of international tourism growth to the subregion from 6% to 7.5% between 2005 and 2014, i.e. a minimum target of an additional 740,000 international tourists per annum by 2014 (TDP, p120) as indicated by national and state tourist statistics; generate an additional 265,000 jobs and an incremental increase of around 135,000 per annum and slow the growth in number of unemployed in key areas of the subregion from 8 to 10% to 5% by 2014 as indicated by national and state tourist statistics;
maintain current length of stay and expenditure levels with total expenditure increasing by $280 million annually by 2014 of which government is estimated to receive $50 million in the subregion as indicated by national and state tourist statistics; create new livelihood opportunities in the subregion as indicated through the number of ecotourism programs up an running within and/or in the vicinity of the major UNESCO sites and National Protected Areas; improvement in the state of conservation of affected cultural and natural heritage sites as indicated by: (i) training of tourist heritage guides (target 5,000 over 5 years), (ii) training of site mangers’ tourism management capacities (target 500 over 5 years), and (iii) adoption of tourism management plans as part of heritage site management plans, (iii) number of restoration and conservation works undertaken, and (iv) improved carrying capacities (target all UNESCO listed heritage sites) located within the two thematic multi- country tourism circuits.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
40. Given the review and evaluation of the current and likely future situation facing the development of the tourism sector in the subregion, it is considered that these outcome targets are still valid today.
4.5 Integrated Strategic Directions & Programs
4.5.1 Strategic Directions 41. To achieve the objectives and outcome of the strategy, it is necessary to address the strategic impediments to the development of the two multi-country circuits. While these are basically the same as those identified in the 2004 TDP, as agreed in the Kathmandu Workshop they have been adjusted to take into account the focus upon the two multi- country tourism circuits, the outputs of the 2008 South Asia Tourism Development Project, and the need to address the safeguarding of natural and cultural heritage sites. In this context, the required outputs that need to be achieved by the strategy are: Marketing and Product Quality: Well-organized and highly focused global marketing program promoting tourism to specific Buddhism and nature culture and adventure based ecotourism circuits supported by quality tourism facilities, services and products. The main components of the marketing strategy are set out in Appendix 4.
Heritage Site Safeguarded: Well-protected managed, and interpreted heritage sites, integrated into their surrounding catchment areas, in ways that preserve the unique spirit of these special places. A more detailed outline of the strategy and approach to improved safeguarding of heritage sites in the tow thematic multi-country circuits is set out in Appendix 5. Travel is Facilitated: Travel within the country components of the two main circuits including land, water and air movements is simplified, supported by a full hierarchy of tourist information and well-developed road rest areas between destinations.
Active Private Sector Participation: Strong private sector participation in investment in tourism facilities and services, raising and sustaining quality standards and adoption of responsible tourism practices, in partnering with the public sector in marketing, and with local communities. A more detailed outline of the strategy and approach to enhancing private sector participation targeting the two thematic multi-country circuits is set out in Appendix 6. Extensive Knowledge and Experience Sharing: Well-developed subregional experience and knowledge sharing platform and sustained learning programs for human resource development in the two multi-country tourism circuits is in place. A more detailed outline of the strategy and approach to developing capacities and sharing knowledge and experience targeting the two thematic multi-country circuits is set out in Appendix 7.
Physical Infrastructure: Sufficient good quality physical tourism infrastructure that complies with the highest environmental impact assessment and mitigation standards, supports the creation of additional livelihood opportunities among poorer local communities, responds to climate change, with policy and institutional reforms in place to ensure that tourism infrastructure are well maintained and operated. The basis of approach to developing tourism infrastructure has been set out in the ADB sponsored 2008 South Asia Tourism Development Project.
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4.5.2 Strategic Programs
42. To simplify and focus the approach, the strategic interventions related to the delivery of the above outputs of the strategy have been grouped into three core strategic programs: Ensuring the sustainable and inclusive development of the two thematic multi-country circuits and their sub-circuits based upon: (i) safeguarding heritage sites and landscapes, (ii) facilitating the movement of tourists between the border of the thematic multi-country circuits and their sub-circuits, (iii) promoting the participation of the private sector, and (iv) developing the necessary support tourism infrastructure to sustain the development of new livelihood opportunities among the less advantaged. Capacity building and knowledge and experience sharing based upon: (i) organizing capacity building activities to prepare national, state, and provincial tourism offices to manage tourism HRD requirements in the two thematic multi-country circuits and their sub-circuits; (ii) developing a subregional tourism knowledge and experience platform for use by all key stakeholders dealing with the development, promotion, and management of tourism including business regulation and safeguarding of heritage sites and landscapes; and (iii) harmonizing the collection and analysis of tourism statistics in the subregion based on the two thematic multi country circuits. Marketing and product development of the two thematic multi-country tourism circuits and their sub-circuits involving: (i) joint marketing initiatives to position and promote the two thematic circuits in their target markets, and (ii) promoting product development and improvements in standards of facilities and services through the creation of “circuit product clubs”.
43. The first core strategic program seeks to create environmentally and socially sustainable destinations that are economic and financially viable and inclusive in their impact. The second core strategic program seeks to develop the capacities of national, state and provincial and district tourism organizations to plan, develop, and manage in partnership with key stakeholders the development of sustainable tourism destinations. The third core strategic program seeks to generate the market support necessary to underpin the investments in destination and capacity building. Critical in this approach is the focusing of all cooperation activities on the development of the two thematic multi-country circuits. The following chart captures the concept of thrust of the updated tourism sector strategy.
5 Implementation Road Map 2011-2015
5.1 Road Map for Implementation
44. Based on the suggested activities identified in the three core strategic program set out above, agreed road map for implementation between 2011 and 2015 is set out in Table 4.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Table 4: PROPOSED IMPLEMENTATION ROAD MAP FOR TOURISM SECTOR COOPERATION IN THE SOUTH ASIA SUBREGION 2011 – 2015
Revised Strategy and Action Plan Description Timing Budgets Responsible Elements Organizations/Roles 1. Sustainable and Inclusive Development of Thematic Multi-country Buddhist and Natural Heritage Circuits 1.1: Safeguarding Heritage Sites and Landscapes 1.1.1 Expanding heritage site carrying Involves the establishment of systems and training to: NTOs as project management and capacities in heritage sites located in the coordination agencies and ministries thematic priority sub-circuits. Design and implement monitoring of visitor impact at all sites. 2011 ongoing $ 23.5 million over 5 of culture and/or environments as Analyze the current carrying capacity of each site. 2011-2011 years executing and implementing Expected Benefits: Devise ways to increase the sites’ carrying capacities. 2011-2011 agencies. Increased tourism/business viability Undertake site conservation work to the highest international standards. 2012-2015 UNESCO as the lead development Improved funding for conservation partner Increase benefits to local communities 1.1.2 Improving site interpretation facilities To develop the potential of its heritage assets, attention needs to be paid to the authentic and involve local communities in site interpretation of the targeted cultural sites as well as training local guides. Key activities include: interpretation and site management at heritage sites located in the priority sub- Training in the use of a variety of interpretive techniques. 2011-2012 circuits. Specialist guides trained and certified in heritage interpretation. 2011-2012 $5.0 million in seed As above Training in production of audio-visual materials. 2011-2012 funding over 5 years Expected Benefits: 2011-2015 Building or improving visitor reception and interpretation facilities on site. Importance of conserving heritage Higher length of stay & expenditure Improved funding for conservation 1.1.3 Engaging tourists in the cultural life In the context of Living Buddhist sites, engagement with the living traditions and practices is an of the sites at the heritage sites located in essential part of an authentic experience of the site. The key activities include: the priority sub-circuits. Designing tourist participation activity packages with tour operators. 2010-2011 $0.5 million in seed As above Expected Benefits: Promoting the participation packages to selected groups. 2011-2013 funding over 5 years Increase awareness of conservation Operating participation in site excavations and restoration work, in Buddhist meditation 2011-2015 Increase length of stay & expenditure practices, and in Buddhist temple arts and performances. Improved funding for conservation 1.1.4 Capacity building for better site Capacity building of heritage site managers needs to be undertaken in order that they may cope management in heritage sites located in with the mounting pressures of increased visitor numbers at the sites: the priority sub-circuits. Update existing UNESCO training manuals as the basic training material for this capacity 2011-2011 $0.5 million in seed As above Expected Benefits: building and translate into local languages where necessary. funding over 3 years Sustainable management practices Design on-site hands-on training workshops program and monitoring and evaluation procedures. 2011-2011 Improved conservation and site O&M Implement training workshop program and monitoring and evaluation procedures. 2011-2013 Enhance protection of heritage assets
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Revised Strategy and Action Plan Description Timing Budgets Responsible Elements Organizations/Roles 1.1.5 World Heritage site inscription in World Heritage inscription is one of the most reliable predictors that a site will attract both heritage sites located in the priority sub- international and domestic cultural tourists and the preparation of nomination dossiers for circuits. inscription of sites on the UNESCO World Heritage list in the two multi-country circuits:
Expected Benefits: Identify with countries the priority list of nominated sites. 2010 $0.5 million in funding As above Increase attractiveness of the circuits Prepare nomination dossiers for inscription of sites on the UNESCO World Heritage list Update 2011-2011 over 5 years Increased conservation awareness existing. Increase tourism Support the countries in promoting the list to UNESCO based on their significance within the 2011-2015 Increase benefits to local communities subregional cooperation framework.
1.2: Facilitating Travel 1.2.1 Improving connectivity to and within While land and rail developments will play an increasingly important role, in the short to medium Tourism Facilitation Task Force led the Subregion giving priority to air term (2011-2015), the main opportunities for enhancing connectivity continue to be in air transport. by India comprising the NTOs and transportation. Key initiatives include: Ministries/agencies responsible for CIQS and transportation regulation Expected Benefits: Holding discussions with air transport stakeholders to discuss options and approaches for 2010 with key participating agencies New packaging and investment in higher improving air carrier connectivity to and within the subregion including extending 5th and 6th including Ministries of Civil Aviation quality transportation services. Freedom of the Air rights and supporting the opening of all international airports within the and Tourism + Carrier Increased tourism volumes subregion to regional low cost carriers to operate point to point services from key regional airport representatives. Enhanced smaller carrier viability hubs outside the subregion. Increased benefits to communities Preparing a position paper setting out options and recommending an approach to improving 2010 scheduled air carrier connectivity. $25,000 for cost of Organizing a break out session as part of a subregional tourism forum of key stakeholders to 2011-2011 meetings including in- discuss and agree on a course of action for improving air connectivity. kind contributions Implementing the agreed approach for improving air connectivity. 2011-2015
1.3: Enabling Private Sector Participation 1.3.1 Promoting Subregional Tourism By adopting a public-private partnership approach, TWG will help to strengthen implementation of Tourism Business Leader’s Group Public-Private Partnerships subregional programs. The key activities in this advocacy are: working with the countries and development partners such as Expected Benefits: Holding discussions with key tourism business and public sector organizations to assess By 2010 $25,000 including PATA, UNESCAP, GTZ, SNV, Improved market impact opportunities for participation in subregional marketing activities, knowledge and experience sponsorships/in-kind SAARC Chamber of Commerce. Enhanced product quality sharing, raising quality standards through the travel club concept, and enhancing non-fiscal contributions Enhanced operation and maintenance incentives to promote private sector investment in the priority circuits/sub-circuits. By 2010 Increased tourism Preparing a position paper setting out options and proposals to discuss and agree an approach to enhancing private sector participation. Discussion at a break out session as part of a subregional tourism forum to agree the approach 2011-2011 towards private sector participation. 2011-2015 Implementing the agreed action plan.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Revised Strategy and Action Plan Description Timing Budgets Responsible Elements Organizations/Roles 1.4: Developing Tourism Infrastructure in the Priority Buddhist and Nature and Adventure Circuits
1.4.1 Tourism Infrastructure Development Based on the priority sub-circuits and package of subprojects set out in the 2008 SATDP: in key Buddhism sub-circuits Bangladesh: Expected benefits: Package 1: Creating the Bangladesh portion of the India-Bangladesh Heritage Highway. 2010-2014 $39 million Increased tourism. India (Sikkim): Visitor experience improved. Package 4: Improving road, parking, and tourism infrastructure at Rumtek Monastery. 2010-2014 $4.0 million Tourism benefits reach communities. Package 5: Improving visitor facilities and conservation at 16 sites in the Footsteps of Lord 2011-2015 $30 million National Tourism Organizations and other agencies as executing and New and products developed. Buddah sub-circuit. implementing agencies More integration of conservation and Nepal: development at site level. Package 1: Bhairawaha air hub and inclusive tourism development in surrounding tourism 2010-2014 $45.5 million
Potential negative impacts minimized. destinations. Sri Lanka: 2012-2015 $10 million Package 1: Improving Kandy as a tourist destination. 2011-2014 ~$10 million Package 3: Improving Anuradhapura as a tourist destination/ inclusive tourism development in vicinity. 1.4.2 Tourism Infrastructure Development Based on the priority sub-circuits and package of subprojects set out in the 2008 SATDP: in key nature and adventure tourism sub- circuits Bangladesh: Package 2: Extending Assam’s Brahmaputra up to the Sundanabs River Cruise tourism to 2012-2015 ~$10 million Expected Benefits: Bangladesh. Heightened awareness of and demand for Bhutan: ecotourism activities. Package 1: Domestic airports at Bumthang and Trashigang. 2010-2014 $45 million South Asian ecotourism put on the world Package 2: Improving tourist facilities at Phuentsholing, Samdrup Jongkhar, and Gelephu 2012-2015 $7 million As above tourism stage. borders. Environmental, social and cultural impact India: 2012-2015 $93.5 million issues addressed. Package 1: Bagdogra air hub, feeder airports and ecotourism in the India Himalayas. 2012-2015 $10 million Self-esteem, dignity and livelihoods of Package 2: Tourist roads and tourist border crossings around Bagdogra. 2012-2015 $18 million mountain people raised. Package 3: Improving trekking and camping facilities, providing support to the Himalayan Training Institute, and developing community-based tourism subprojects in Sikkim. Nepal: 2012-2015 $20.5 million Package 2: Airport upgrades and ecotourism development in the Nepal Himalayas. 2011-2015 $70 million Package 3: Improving accessibility to Khaptad and Rara Protected Areas for community-based ecotourism.
Sri Lanka: 2012-2015 $3 million Package 2: Creating a Southern ecotourism triangle. 2012-2015 $3 million Package 4: Developing the Kalpitiya area as an ecotourism destination.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Revised Strategy and Action Plan Description Timing Budgets Responsible Elements Organizations/Roles 2. Capacity Building and Knowledge and Experience Sharing 2.1 Organizing and Preparing NTOs to There is a need for focal persons in the NTOs to be the advocates for tourism HRD in their TWG Tourism HRD Subcommittee Manage Tourism HRD Issues. respective countries in order to move the subregional HRD agenda forward. The key actions are: Led by India. National Tourism Organizations and Expected Benefits: Identifying HRD champions and focal persons from the NTOs. 2010-2011 In kind contribution tourism education and training Increased importance of HRD agenda Undertake Training Needs Analysis related to each country’s participation in and implementation institutions, with support of At least four HRD champions in each of the Subregional Tourism Circuits in their respective countries. development partners such as country Develop and implement, with their respective private sectors, tourism HRD strategies for each 2010-2011 $200,000 UNESCO, and ESCAP/APETIT. Increased tourism development and member country. management capacities Organize training workshops and study tours. 2011 In-kind contributions
Designing and implementing knowledge building workshops and study tours for State, provincial and district tourism offices in the case of India tourism HRD planners and implementers. 2012-2015 $3.5 million Undertaking training needs analysis and developing local capacity building plans at the sub- circuit level. Organization and implementation of training programs and learning events.
2.2 Subregional Experience and This component seeks to enhance the knowledge and capabilities of government officials, Lead Country: India Knowledge Sharing in South Asia Tourism academics, and tourism industry training institutions to develop the quantity and quality of human National Tourism Organizations with resources needed for the sustainable development of the two multi-country circuits based on: support of development partners Expected Benefits: Establishment of a subregional network of national tourism HRD focal persons. 2010 such as UNESCO. Web-based Improved service quality Identification and finalization of themes for workshops. 2010 network and knowledge base design Improved site management Confirmation of project partners for each workshop. 2011-2011 provided by RETA Active network exchange process Design/manage web-based network knowledge base. TWG $200,000
2.3 Harmonizing Arrival Statistics To ensure comparable, consistent and reliable collection and analysis of tourism arrival data, there Bangladesh (Leader), India, Nepal, is a need to bring the country stakeholders together to discuss and agree a strategy for and Bhutan Expected Benefits: harmonizing data collections involving: Development Partners: UNWTO and Improved data for planning, research, $200,000. (not yet others. marketing, and management. Organization and holding of a workshop as part of a subregional tourism forum on Harmonizing 2011 available) Tourism Statistics in the South Asia Subregion to promote awareness and support among key UNWTO has offered agencies and devise action plan. support. Implement the plan by obtaining the support of the NTOs for the harmonization plan by providing 2011-2014 training to their statistical and research personnel, supporting design modifications to existing tourism arrival data collections, and supporting this with equipment and software.
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Revised Strategy and Action Plan Description Timing Budgets Responsible Elements Organizations/Roles 3. Marketing and Product Development of Thematic Multi-country Buddhist Heritage and Natural Heritage Circuits 3.1 Joint Marketing to Brand and Promote Marketing activity will involve: Ecotourism and Buddhist Circuits. Marketing Implementation Establishment of the Subregional Marketing Task Force (SMTF) comprised of Marketing heads 2010 Target up to $2 million management: Expected Benefits: of the NTOs. as a seed fund (not yet Coordination Unit in SAARC SASEC products positioned in inter- and Creation of marketing implementation unit and establishment of target country subregional 2010-2011 available) tourism desk intra-regional markets. marketing groups based on NTO offices in target market. Definition of a common Marketing Implementation Unit Increased destination awareness. Market research and design of circuits brands. 2010 fund for marketing in India (Leader). 2010 activities. Monitoring Units: Subregional Benefits to local communities. Design of marketing strategy and standard yearly promotional plan, including web promotion, cooperative marketing with National Tourism Organizations (inserting Circuit Offering in Target at least $2 Marketing Tasks Force with presentations, workshops, tourism fairs, publicity, etc. of each country). million per annum over NTO focal persons and decision 2011-2011 5- years (50% in cash makers. Design of South Asia tourism website and production of promotional materials. 2011-2011 and 50% in-kind). Joint trade, media and consumer promotion campaigns in collaboration with the NTO’s promotional agendas and market office locations in target markets. Some budget for Other potential development 2010-2011 Ongoing as branding development partners: Government of India, ADB, Organization of an the South Asia Tourism Forum. required and portal JBIC, PATA, SATTE, FICCI, Creation of private sector Buddhist and ecotourism circuit clubs to partner with NTOs, carriers, development available regional airlines, private sector hotel, and tour operator groups in marketing. 2010-2014 under the RETA. accommodation operators, and Design of the implementation monitoring system, specially for the SMTF. 2011 ongoing to 2013 for advertising agencies. Implementation of marketing programs and activities. review of 3-year strategic marketing plan. 3.2 Product Standards and Industry Codes Key elements of the approach are: of Conduct in Circuits Nepal (Leader). Tourism Circuit Product Club set up and concept definitions of standards including responsible tourism and Set up 2011 $0.25 million sourced Product Clubs to implement. Expected Benefits: climate change (Self definition by country of standards and requisites to be a member of the Implement through Circuit Club Development Partners: UNESCO, Enhanced consumer satisfaction. Tourism Circuit Product Clubs). fees + NTO and Dev. STN, ICIMOD, SNV, TMI, WWF, Improved product quality. Clubs adopt commercial and market driven standards. 2012 onwards. Partners and ECOSS. Adoption of quality recognition and awards system to be given at an annual South Asia Tourism 2012 onwards Forum.
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
5.2 Implementation Approach
45. Except for subregional marketing activities, all implementation should be undertaken at the national or national and state level in the case of India. The overall framework for implementation of the strategy and road map is shown below.
46. Implementation should be through a network of NTO Project Leaders and Tourism Focal Persons in each country, and one Ministers or more development partners. Three subregional PPP groups covering sustainable destination development that NTOs could be built on the existing STIDP STF, Sustainable Focal Persons capacity building and knowledge sharing, Tourism and marketing and product development Development Group/STF should be established to guide the TWG in the implementation of the projects in TWG these strategic programs. The development partners, NGOs, and other Capacity Coordination Building Unit & dialogue partners would play a technical Group Secretariat support role to the TWG and NTO project management and implementation units. Whilst the importance of the proposal to establish a coordination office was Marketing & Partners: Private Sector, Product Development Partners, NGOs, appreciated, the mechanisms for the this Development and other dialogue partners would need to be further elaborated by Group the TWG.
47. Lessons learned suggest the need to strengthen subregional coordination and secretariat support capabilities by seeking the support of the development partners to fund a subregional tourism coordination manager along the lines currently being provided by France in the GMS. This officer would:
coordinate subregional marketing including maintaining web-based communications platforms; support and follow up on strategic program implementation; and assist in arranging TWG meetings and other forums. 48. While funding for the salary of the project coordination manager can come from a development partner, the countries would need to contribute towards office support including hiring of an office manager that would also take responsibility for secretariat support for meetings and forums. 7
5.3 Approach for Updating the Strategy and Road Map
49. To quickly adjust both at the strategic program and detailed project activity level, it is proposed that:
the Subregional strategy and road map is posted on the Subregional website;
7 See http://www.mekongtourism.org/site/about-us/mtco/
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Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
a tracking system similar to that in the EAGA subregion in South East Asia is adopted; an annual progress report is prepared by the proposed subregional tourism coordination officer to be appointed with the support of the development partners as is currently the practice in the GMS; and
TWG reviews and the strategy and road map adjusted by coordinating officer.
5.4 Proposed Financing Approach
50. : The Proposed Financing Strategy for the Implementation of the updated strategy and road map from 2011 to 2015 is shown below.
Proposed Financing Strategy for the Updated Strategy and Road Map Strategic Program Estimated Funding Sources of Funding Requirement 2011-2015 Tourism Infrastructure Loans and grants from development partners and counterpart investments. Investments $418.5 million Joint Marketing and Web $2.2 million + in-kind Seed funds from the countries. Site contributions and Sponsorships Contributions in kind/sponsorships from major private sector operators. Contributions from proposed circuit product clubs. Revenue sharing from bookings made through the proposed South Asia Tourism web site. Product Quality $0.5 million Membership fees and subscriptions from circuit product clubs members, Initial seed funding from the government and development partners. Safeguarding Heritage ~$30 million TA grants from development partners. Sites Loan projects such as the TIDP. Subsequently, once the visitor base expands, a percentage of the increased site income to sustain the effort. Travel Facilitation ~$0.5 million with physical components included in Existing public sector resources for regulatory procedures. For tourist facilities at key borders and along main roads the provision, operations and maintenance financing modality can be: a clean public sector investment approach using the TIDP model, a PPP financing approaches where the private sector takes up some elements of projects in partnership with the public sector, e.g. O&M, and 100% private sector financing under an appropriate mechanism. Experience and Knowledge $0.5 million The experience and knowledge sharing component needs to be supported by: Sharing A mix of private sector funding in the form of fees for training services. Contributions from the governments. Contributions from development partners. Contribution from revenue sharing from sale of travel services on the South Asia Tourism web site in which the experience and knowledge-sharing platform would be embedded. Private Sector Participation $0.1 million Government and development partner seed funding. Financing subregional $0.5 million over 5 years Annual country contributions towards provision of an office, an office manager, coordination activities and budget for travel. Salary paid for by one or more development partners for a 3-year contract, as is the case in the GMS.
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APPENDIX 1
SITUATION ANALYSIS FOR THE TOURISM SECTOR IN THE SOUTH ASIA SUB-REGION
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region-APPENDIX 1
TABLE OF CONTENTS
1 Introduction ...... - 3 - 2 Tourism Assets ...... - 3 - 3 Tourism Flows ...... - 3 - 3.1 Global and Regional Tourism Patterns & Forecasts ...... - 3 - 3.2 South Asia International Tourism Flows ...... - 5 - 3.3 Sub-regional International Tourism Flows ...... - 5 - 3.3.1 Volume and Growth ...... - 5 - 3.3.2 Average Length of Stay ...... - 6 - 3.3.3 Earnings ...... - 6 - 3.3.4 Main Source Markets ...... - 8 - 3.3.5 Main Purpose of Visiting ...... - 9 - 3.3.6 Multi-country Visits ...... - 10 - 3.3.7 Role of Domestic Tourism ...... - 11 - 3.3.8 Impact of Tourism ...... - 11 - 4 Tourism Insititutional and Policy and Planning Framework ...... - 11 - 4.1 Country Overview ...... - 11 - 5 Key Issues and Opportunities ...... - 13 -
Appendix 1: Profile of South Asia Subregional Country Tourism
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region-APPENDIX 1
1 Introduction
This paper reviews the current situation in the South Asia Subregional Economic Cooperation group comprising Bangladesh, Bhutan, India, Nepal and Sri Lanka. The paper first reviews the subregion’s tourism assets and provides an analysis of the global, regional and subregional tourism flows, profile and characteristics. Next, the paper reviews the current institutional and policy planning framework for tourism in the subregion, followed by a review of the main issues, concerns and opportunities facing the sector’s development.
2 Tourism Assets
1. As indicated in Annex 1 to this paper, the countries of the Sub-region are endowed with a rich and diverse set of natural and cultural heritage assets that give it a unique character. The natural landscape of the sub-region includes the world’s highest mountain in the eastern Himalayan range, the Ganges and Brahmaputra River valleys as well as some of the largest coastal mangrove forests, longest sea beaches. Many of these such as the Sundabans in India and Bangladesh have been internationally recognized. The sub-region also contains a rich and diverse archaeological and cultural heritage and includes major UNESCO listed World Heritage Sites such as Lumbini, the birthplace of the Lord Buddha in Nepal, Paharpur in Bangladesh, and the Buddhist archeological sites and monuments at Kandy. The ancient cultural heritage dating back over 5,000 years has given the sub-region a rich diversity of ethnic groups with distinctive lifestyles and traditions, and is the ancient heartland of Buddhism. The Buddhist heritage and traditions as well as the unique Himalayan, sacred river and coastal wetland landscape and associated biodiversity are unique to the sub region and provide its unique selling proposition (USP). Although these assets already attract a modest flow of international tourism, as indicated in the 2004 Tourism Development Plan and subsequent TA for the design of the South Asia Tourism Development Project, these assets have large potential markets that represent a major opportunity to generate sustained and inclusive socio-economic benefits in the sub-region.
3 Tourism Flows
3.1 Global and Regional Tourism Patterns & Forecasts
2. According to the United Nations World Tourism Organization (UNWTO) the growth of global international tourism arrivals slowed from its historic rate of around 4% to 2% in 2008 when global international arrivals reached 992 million and then declined by an estimated 4% in 2009 to around 880 million as result of the impact of the global financial crisis and subsequent deep recession. Although 2009 was a difficult year for international tourism, the UNWTO reported that signs of recovery were evident in the last quarter of 2009 and first quarter of 2010 with the Asia Pacific and the Middle East region recovering relatively early. Although UNWTO forecasts a growth in global international tourist arrivals of between 2% and 3% for 2010, the tourism business environment is expected to remain difficult and volatile as revenues are expected to pick up at relatively slower pace than travel volumes, and as markets adjust the choice of destinations based on affordability.
3. The Pacific Asia Travel Association (PATA) now expects international arrivals to the Asia- Pacific region to have an average yearly gain of roughly 2.7% from 2010 until 2012. This three-year projection is broadly in line with the expected recovery of the global economy, which has significantly been reduced compared to the 7% per year growth forecast in international arrivals before the financial crisis hit the world economy. On a sub region basis, South Asia is seen to have the fastest growth at an average rate of 4.9% yearly, followed by
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region-APPENDIX 1
Southeast Asia with 4.8%. Other forecasts include annual increases in international arrivals to Northeast Asia at 2.2%, the Pacific at about 4%, and North America at roughly 1.7% to 2012.1
4. Despite the current market difficulties, the UNWTO has maintained its long-term outlook for global international arrivals of 1.6 billion spending an estimated $2 trillion per year by 2020. Of these worldwide arrivals in 2020, 1.2 billion are forecast to comprise intra-regional and 378 million as long-haul travelers. However long-haul travel worldwide is projected to grow faster (at 5.4%) than intra-regional travel (at 3.8%) over the period 1995 to 2020. Consequently the ratio between intra-regional and long haul travel is likely to shift from around 82:18 in 1995 to close to 76:24 in 2020. It should be noted however, that the ratio of intra-regional to inter- regional (long-haul) travel would ultimately depend upon the ability of the aviation sector to reduce its carbon footprint at a seat price that continues to support the growth of long-haul travel.
Table: Global and Region International Tourism Growth Forecasts
5. Of the total arrivals by 2020, South Asia is forecast to attract 18.8 million or 1.2% of the total. As noted, under the UNWTO scenario, South Asia’s share of global tourism arrivals remains modest although its share of long haul or inter-regional arrivals to total arrivals is one of the highest among the UNWTO world regions. This would suggest that the countries of South Asia will continue to attract long staying Western markets with strong interest in undertaking multi-country programs based on its natural, cultural and Buddhist assets. Individual country forecasts indicate that by 2020, the countries of the sub-region are forecast to receive almost 15 million international visitors divided between the countries as follows:
» Bangladesh 900,000 arrivals (compared to 0.467 million currently) » Bhutan 115,000 arrivals (compared to 0.0276 million currently) » India 8.9 million arrivals (compared to 5.367 million currently) » Nepal 2 million arrivals (compared to 0.5 million currently) » Sri Lanka 3 million arrivals (compared to 0.5 million currently)
Source: http://www.pata.org/press/pata-forecasts-tip-growth-for-a-p-region-over-next-three-years
Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region-APPENDIX 1
6. To date, only India looks set to be on track to meeting the UNWTO forecasts as the other sub-regional countries grapple with connectivity, site tourism infrastructure and political turbulence issues.
3.2 South Asia International Tourism Flows
7. South Asia’s share of global international arrivals has steadily increased from 6.1 million in 2000 to an estimated 9.9 million by 2009 despite the deceleration experienced in 2008 and 2009 as a result of the global financial crisis and ensuing recession. This growth has been driven by a combination of: » increased inter-regional travel mainly from Europe, North America, and the Middle East motivated mainly by visiting friends and relatives and business travel, and increasingly by culture and nature and adventure-based leisure travel; and » faster growth of intra-regional markets in South Asia (especially India), as well as China and Korea in East Asia, and Singapore, Malaysia and Thailand in South East Asia motivated by business, pilgrimage, and culture-based leisure attractions.
8. About 75% of the international tourist market comes from long haul or inter-regional markets. As noted in UNWTO forecasts for 2020, South Asia is projected to increase its total arrivals to 18.8 million by that year of which 15.9 million are likely to be long-haul tourists. However, as a large part of the intra-South Asia regional market is not counted in the statistics, (for example, Bhutan and Nepal do not count most of their Indian visitors coming across their land borders) these data almost certainly overestimates the share of long-haul arrivals in the total market. Uniform and consistent data on international tourism remains a key concern in the sub region.
3.3 Sub-regional International Tourism Flows
3.3.1 Volume and Growth 9. According to the data provided by the countries up to 2008 (See Table 1 below), in 2008, the five South Asian countries attracted around 6.8 million international tourists (up by 6.3% on 2007). However, as noted in Table 1, while Bangladesh, India, and Bhutan experienced solid growth in 2008, Nepal and Sri Lanka experienced reductions in arrivals over 2007 of -5.1% and -11% respectively reflecting mainly the impact of political turbulence. Nevertheless between 2001 and 2008 the annual average growth in tourism to the sub-region was 10.18% or more than 2.5 times the growth of global international tourism most of which was generated by India. Available arrival data for 2009 for Bhutan, India and Sri Lanka shows the impact of the global recession with India (-4.8%), Bhutan (-12%), while Sri Lanka experienced a modest increase of 2.1% supported by the Government’s success in its campaign to settle the political environment. Overall, it is estimated that total arrivals to the sub-region declined by around 3.7% to 6.55 million compared to 2008 reflecting the full impact of the global recession as elsewhere in the world. Nevertheless, the average annual growth in international arrivals to the sub-region between 2001 and 2009 was still a healthy 8.86%.
10. As indicated in Table 1, the sub region itself (after removing Indian states and territories not included in the sub regional target areas of India) attracted an estimated 4.62 million international tourist arrivals in 2008 up by almost 8% on 2007. Although data for Bangladesh, Nepal and the Indian portion of the sub region is not available for 2009, it is likely that total arrivals growth in the year either stalled or decreased slightly over 2008. Nevertheless, the long-term growth trend between 2001 and 2008 for the sub-regional area was a healthy 11.77% per annum or around 2.7 times the rate of growth of global international tourism. It should also be noted that there is a significant amount of land-based tourism travel between
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the residents of the sub-regional countries that is not documented e.g. between India and Bhutan or India and Nepal which would be less affected by the global recession. The official sub-regional international tourism flows are therefore conservative.
3.3.2 Average Length of Stay
11. As noted in Table 2, the average length of stay in the sub-region countries varies from a low of 7.8 days in Bhutan to a high of around 16 days in India.
Table 2: Length of Stay 2001 to 2008 Country I n Days 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 CAGR % Bangladesh NA NA NA 5 NA Bhutan 7.8 8.7 7.9 7.8 0.00% India (Total) 16.0 16.0 16.0 16.0 0.00% Nepal 9.1 10.2 12.0 11.8 9.03% Sri Lanka 8.7 10.4 10.0 9.5 2.98% Source: National Tourism Offices
12. While data on trends in length of stay for Sri Lanka and Nepal suggests otherwise, overall, the average length of stay is probably flat or actually declining especially as the shift to regional markets gathers pace. The current variation in the average length of stay appears to reflect current connectivity, the diversity of tourist attractions and activities, and pricing of tourism facilities and services.
3.3.3 Earnings
13. In 2008, gross earnings were reported at $12.545 billion up by 9.6% on 2007. As noted in Table 3 most of the earnings ($11.747 billion or 93.6%) was accounted for by India.
Table 3: Earnings from I nternational Tourism
US Dollars in Millions CAGR% Country 2001 2002 2003 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 1 / 0 8 Bangladesh 47.6 57.2 57.0 66.8 70.0 80.4 76.4 88.2 9.21% Bhutan 9.2 8.0 8.3 12.5 18.6 23.9 29.9 38.8 22.83% India (Total) 3,198.0 3,103.0 4,463.0 6,170.0 7,493.0 8,634.0 10,729.0 11,747.0 20.43% Nepal 140.3 106.8 192.8 179.9 148.4 162.7 230.6 352.0 14.04% Sri Lanka 211.1 253.0 340.0 416.8 362.3 410.3 384.4 319.5 6.10%
Total 3,606.2 3,528.0 5,061.1 6,846.0 8,092.3 9,311.3 11,450.3 12,545.5 19.49% Source: National Tourism Offices of Bangladesh, Bhutan, India, Nepal and Sri Lanka
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Table 1: I nternational Arrivals to South Asia Sub-region CAGR% Country/ Area 2001 2002 2003 2004 2005 2006 2007 200 8 2 0 0 1 / 0 8
Bangladesh 207,199 207,246 244,509 271,270 207,662 200,311 289,110 467,332 12.32% Bhutan 6,393 5,599 6,261 9,249 13,826 17,344 21,094 27,636 23.26% India (Total) 2,537,282 2,384,364 2,726,214 3,457,477 3,918,610 4,447,167 5,081,504 5,366,966 11.30% Nepal 361,237 275,468 338,132 385,297 375,396 383,926 527,000 500,000 4.75% Sri Lanka 336,794 393,171 500,642 566,202 549,308 559,603 494,008 438,475 3.84%
Total Countries 3,448,905 3,265,848 3,815,758 4,689,495 5,064,802 5,608,351 6,412,716 6,800,409 10.18%
West Bengal 284,092 529,366 705,457 775,694 895,639 998,029 1,154,770 1,133,671 21.86% Bihar 85,673 112,873 60,820 38,118 63,321 84,942 177,362 345,572 22.05% Uttar Pradesh 795,000 109,464 817,000 1,037,243 1,174,597 1,328,974 1,524,451 1,610,089 10.61% Orissa 22,854 23,034 25,020 28,817 33,310 39,141 41,880 43,966 9.80% Jharkhand 2,979 2,244 3,223 4,375 6,035 4,368 4,004 5,803 9.99% Assam 6,171 6,409 6,610 7,285 10,782 10,374 12,899 14,426 12.90% Meghalaya 2,390 3,146 6,304 12,407 5,099 4,287 5,267 4,919 10.86% Manipur 183 221 257 249 316 295 396 354 9.88% Tripura - - 3,196 3,171 2,677 3,245 3,181 3,577 2.28% Mizoram 152 259 279 326 273 436 669 902 28.97% Nagaland 920 657 743 1,084 883 1,003 936 1,209 3.98% Arunachal Pradesh 323 187 123 269 289 607 2,212 3,020 37.62% Sikkim 7,757 8,539 10,926 14,646 16,827 18,026 17,498 19,154 13.78%
Subtotal Indian States in Sub-region 1,208,494 796,399 1,639,958 1,923,684 2,210,048 2,493,727 2,945,525 3,186,662 14.86%
Total Sub-region 2,120,117 1,677,883 2,729,502 3,155,702 3,356,240 3,654,911 4,276,737 4,620,105 11.77% Source: National Tourism Offices of Bangladesh, Bhutan, India, Nepal and Sri Lanka
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14. Between 2001 and 2008, earnings to the countries in the South Asia sub-region (especially Bhutan and India) increased by an average of 19.49% almost twice as fast as the growth in the volume of tourism over the same period. This reflects both increased volumes as well as increasing expenditure per day resulting from higher prices achieved through gradual improvements in tourism infrastructure, facilities and services.
3.3.4 Main Source Markets
15. Based on an analysis of country source data to the sub-region countries in 2007 (Table 4), three markets dominate the sub-region’s markets: Asia and Europe that account for around 36% of total arrivals each, and North America with around 18%.
Table 4: Main Regional Source Markets 2007 Bangladesh Bhutan I ndia Nepal Sri Lanka Total Share % Africa 2,001 72 157,485 1,350 2,712 163,620 2.6% Asia 150,208 38,236 1,637,940 287,855 202,480 2,316,719 36.3% Australasia 9,320 1,308 167,063 14,506 22,924 215,121 3.4% Middle East 4,530 56 171,661 16,370 13,554 206,171 3.2% North America 45,300 6,488 1,007,276 37,182 28,355 1,124,601 17.6% South America 406 148 42,319 6,486 3,962 53,321 0.8% Europe 77,345 8,455 1,838,847 157,264 220,021 2,301,932 36.1% Unclassified - 58,913 5,692 - 64,605 1.0% 289,110 54,763 5,081,504 526,705 494,008 6,381,485 100.0% Source: National Tourism Offices.
16. As noted in Table 5 showing the top 15 country source markets for the sub-region: » the European market is dominated by the UK, Germany, France, Italy and Russia that together account for 26.3% of total arrivals and 73% of the total European market; » the Asian market which is dominated by Bangladesh, Sri Lanka, India, Japan, China, Malaysia, South Korea and Singapore that together account for 26.2% of total arrivals to the sub-region and 73% of the total Asian market; » the North American Market dominated by the USA that accounts for 13.9% of total arrivals to the sub-region and 77% of the total North American market.
Table 5 Top 16 Market Source Countries in 2007 Source Markets Bangladesh Bhutan I ndia Nepal Sri Lanka Total Share %
UK 51314 2,193 796,191 32,367 94,060 924,811 15.1% USA 34638 5,773 799,062 29,783 16,486 851,104 13.9% Bangladesh - 1 480,240 20,067 1,665 501,973 8.2% Sri Lanka 3799 5 204,084 49,947 - 254,036 4.1% Germany 4890 1,456 184,195 21,323 35,042 242,016 4.0% France 3102 738 204,827 20,250 8,091 233,906 3.8% Canada 10573 588 208,214 7,399 11,869 228,070 3.7% India 78568 34,478 - 96,010 106,067 202,077 3.3% Japan 5851 2,005 145,538 27,058 14,274 188,875 3.1% Australia 7902 1,181 135,925 12,369 20,241 169,716 2.8%
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China 11825 504 88,103 27,339 11,949 127,895 2.1% Malaysia 6408 94 112,741 5,173 6,704 124,712 2.0% Italy 5851 614 93,540 11,243 11,451 116,848 1.9% South Korea 6020 68 84,583 18,883 4,870 108,404 1.8% Singapore 3765 350 92,908 1,749 5,688 100,695 1.6% Russia 1216 204 75,543 3,871 13,621 93,239 1.5% Tot al Top 15 235,722 50,252 3 ,7 0 5 ,6 9 4 3 8 4 ,8 3 1 3 6 2 ,0 7 8 4 ,4 6 8 ,3 7 7 100.0% All Countries 289110 53,381 5 ,0 8 1 ,5 0 4 5 2 7 ,0 0 0 4 9 4 ,0 0 8 6 ,1 2 3 ,6 0 6 Share % 81.5% 94.1% 7 2 .9 % 7 3 .0 % 7 3 .3 % 7 3 .0 % Source: National Tourism Organization Statistics
17. As noted above, a significant fraction of the total market (15%) comes from within the sub- region itself reflecting mainly travel to visit friends and relatives, pilgrimage, and for business although there is a growing resort market out of India for Sri Lanka that also includes visits to key Buddhist sites in Sri Lanka.
3.3.5 Main Purpose of Visiting
18. As indicated in Table 6, Holiday based travel accounts for around 68% of international arrivals, followed by business travel with around 28%, with other purposes accounting for a smaller fraction of the total.
Table 6: Main Purpose of Travel to the Countries of the Sub-region - 2008 Banglades Bhuta Sri h n I ndia Nepal Lanka Total 3,783,71 253,00 4,627,08 Holiday 228,759 40,534 1 2 321,079 5 67.7% 1,583,25 1,876,74 Business 183,895 6,249 5 66,083 37,261 3 27.5% Visiting Friends and Relations - 2,906 - - 36,304 39,210 0.6% Conference - 2,035 - 6,938 5,867 14,840 0.2% 174,25 Other 54,678 7,676 - 4 37,964 274,572 4.0% 5,366,96 500,27 6,832,45 100.0 467,332 59,400 6 7 438,475 0 % Source: National Tourism Offices. Bangladesh is 2007 ratios applied to 2008 arrivals.
19. Within the holiday travel segment of the market, the main interests are: cultural heritage sightseeing, nature and adventure activities, and other leisure-orientated travel including resort stays that are usually had in combination with other interests and activities.
20. Pilgrimage travel is included in the holiday tourism component in the case of India and in the other travel category in the case of Sri Lanka, Bhutan and Nepal. In 2008, Sri Lanka had 11,523 Buddhist pilgrims (2.6% of its total market) while Nepal had 45,091 mostly Buddhist pilgrims (9% of its total market). An exit survey of international tourists departing India in 2003 found that 45.5% of tourists had visited India for holiday leisure purposes, 23% for
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region-APPENDIX 1
business purposes, 12.2% for religious purposes, 12% to visit friends and relations, and 2.2% for other purposes.2
21. Not indicated in the data is the large number of leisure holiday and visiting friends and relatives segments that visit Buddhist sites or undertake nature-based and soft adventure tourism as part of their sightseeing activities. The data also do not reveal the significant and growing interest in exploring Buddhist traditions and values in regard to physical and psychological wellness, spirituality, and philosophy of life.
3.3.6 Multi-country Visits
22. The tour operators in the region have for many years packaged and operated multi-country tour programs involving two or more countries in South Asia and the sub-region. Based on surveys conducted in India and Bhutan, it is estimated that about 25% of the long-haul leisure market makes multi-country visits (mainly India with Nepal and Bhutan, or India and Sri Lanka, or India with either Nepal or Bhutan) while in the sub region. Based on arrival data for South Asia in 2007, and given that the leisure holiday segment comprises around 67% of the market, this suggests that about 680,0000 long-haul travelers to South Asia visited tow or more countries while in the region. Although the current structure of air connectivity is one of the key reasons for this observed pattern, the presence of unique and powerful natural and cultural heritage assets (e.g. its Himalayan mountain, river, wetland and marine natural heritage, and its Buddhist, and ancient civilizations heritage assets) and the ability to combine and package them into practical circuits is of growing interest to tour operators.
23. Multi-country tourism in the sub-region is driven primarily by long haul European and North American markets that are interested in exploring the cultural and natural heritage of the sub region—especially Buddhist heritage and its Himalayan landscape. Multi-country tourism usually involves either air travel between two or more countries, or overland travel across land borders such as between Bodh Gaya in India and Lumbini in Nepal. At present however, most international long haul tourists go by air as land travel and cross border arrangements are cumbersome.
24. The opportunities for multi-country tourism activities targeted at the long staying long and medium haul leisure and pilgrimage markets are likely to receive a significant boost with the completion of: » major new global airport hubs in India (especially Delhi at the end of 2010), as upgrading of airport infrastructure in Northern India; » the upgrading of Guatum Buddha Airport to regional international standard near Lumbini in Nepal; » expansion of domestic airport system in Bhutan to service new destinations in the east of the country; » the renovation and reintroduction of domestic airports in Sri Lanka; and » completion of key sections of the Asian Highway between India and Bangladesh.
25. In addition, the liberalization of intra-regional air traffic and introduction of low cost carriers such as Air Asia connecting between main points such as Colombia and secondary ports
2 India Ministry of Tourism, International Passenger Survey, 2003
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such as Bodh Gaya will further increase the multi-country packaging opportunities for tour operators and freely independent travelers.
3.3.7 Role of Domestic Tourism
26. Although data on domestic tourism is available only for India, this indicates that the region also generates large domestic tourist markets whose main purpose is religious pilgrimage and visiting friends and relatives-based travel. Although large in volume (for example in India the market is estimated by the Ministry of Tourism to be 269.6 million in 2008), the domestic market has relatively short length of stay (2 to 3 days) and relatively low average daily expenditure, estimated at about one tenth of that of international tourists.3 Nevertheless, in conjunction with the international market, it plays an important part in the viability of tourism enterprises in the sub-region and thus plays an important role in underpinning investment in tourism targeting sub regional tourism development.
3.3.8 Impact of Tourism
27. Together, the regions’ international and domestic tourism markets already support a broad range of transportation, accommodation, restaurant, travel and tour operation, tourism shopping, attraction and entertainment facilities and other services (See Annex 1). For 2009, the World Travel and Tourism Council (WTTC) forecast that tourism activity in South Asia accounted for around 6% of regional GDP, 37.2 million jobs, $116.1 billion in total travel and tourism demand and $20.8 billion in foreign exchange earnings.4 WTTC data shows that the domestic market accounts for most of the economic impact in terms of income and employment while the international market accounts for most of the value added to the economy.
28. Between 2010 and 2019, the WTTC forecasts that tourism and travel GDP will increase by 10.3% per annum, employment by 4.3% per annum, total demand by 10.8% per annum and foreign exchange earnings by 11.2% per annum (see Footnote 1). Individual country forecasts indicate that by 2020, the sub region's countries could potentially attract nearly 15 million international visitor arrivals as follows: (a) Bangladesh 900,000, (b) Bhutan 115,000, (c) India 8.9 million, (d) Nepal 2 million, and (e) Sri Lanka 3 million.
4 Tourism Insititutional and Policy and Planning Framework
4.1 Country Overview
29. The institutional and policy and planning framework of the countries of the sub-region is summarized below: » Bangladesh: Tourism policy and planning framework (updated in 2010) focuses on developing and marketing ecotourism based on the resources of the Sundarbans, St.
3 Data from India MOT Tourism Statistics, 2006 indicates that domestic tourist market travel within India is almost 40 times larger than corresponding international tourist visits recorded in the country. 4 Based on WTTC 2009 estimates of tourism and travel GDP contribution for Bangladesh, India, Nepal and Sri Lanka. Data for Bhutan is not available (see http://www.wttc.org/eng/Tourism_Research/Tourism_Impact_Data_and_Forecast_Tool/index.php )
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Martin island, Sithakuna at Chittagong, and its costal zone; and pilgrimage tourism based on its Buddhist relics and sites giving priority to sustainability, rehabilitation, and restoration and conservation of assets, and attracting tourism investment into 11 designated eco-zones. The policy also recognizes the importance of cooperation with regional country neighbors given the large segment of the market seeking multi-country tourist experiences while in the region. The Bangladesh Parjatan Corporation (BPC) is the policy implementing agency (National Tourism Organization) under the Ministry of Civil Aviation and Tourism. The BPC is responsible for establishing a strong positive image abroad, develop and improving tourist site infrastructure, and developing the potential of the country’s tourism the National Hotel and Tourism Training Institute (NHTTI) which provides tourism hotel an management training at undergraduate level, and operates 17 tourism units or service enterprises that it is progressively privatizing. » Bhutan: Tourism policy and planning focuses upon facilitating the development of tourism infrastructure, increasing community participation, increasing market awareness, improving tourism HR skills, encouraging sustainable development, and promoting a high-value-low impact-high value for money nature, culture and Buddhist pilgrimage products. The Tourism Council of Bhutan (TCB) as the national tourism organization is responsible for implementing the Government’s policy to which is attached the Hotel and Tourism Management Training Institute (HTMTI). The TCB is a relatively new entity that is a transformation of the old Department of Tourism. The TCB is currently being assisted by McKinsey and CO to prepare and implement a 3-year action plan designed to accelerate tourism growth to around 100,000 tourists by 2012. » India: Tourism policy and planning under the 11th Five-Year Plan focuses on developing and marketing in cooperation with the states and territories thematic tourism products based on resort, cruising, wildlife, adventure, wellness, medical, tangible and intangible culture, pilgrimage, and meetings, incentives, convention, and events (MICE) tourism. The development of world-class tourism infrastructure, attracting private sector investment, and developing tourism HR capacities are key elements in the implementation of India’s tourism policy and planning framework. Within the context of India’s tourism policies and plans, Sikkim is positioned as a Himalayan ecotourism destination focusing on culture, nature, adventure, and pilgrimage and spiritual tourism. The lead national agency for tourism policy formulation and implementation is the Ministry of Tourism to which are attached key agencies such as the Department of Tourism, the Institute of Hospitality and Management, and the India Tourism Development Corporation. However, while the national agency undertakes marketing, some industry regulation and development on national government owned lands, most of the on-ground development of tourism is the responsibility of India’s states and territories. The states typically have a Ministry of Tourism as the policy-making organization supported by a department of tourism as the implementing and regulating agency. In many cases, in addition to providing tourist information and related amenities and services, the states, through tourism development corporations, also own and operate tourist facilities and services such as hotels, attraction sites, transportation and tour operations services. » Nepal: Tourism policy and planning is directed at poverty reduction and conservation of natural and cultural heritage. Key planning initiatives include development of nature- culture-adventure-based ecotourism products in and adjacent to major protected areas such as Sagamartha National Park, and development of culture and Buddhist pilgrimage tourism products at key sites. Improved tourism infrastructure, simplified immigration arrangements, improved connectivity, and higher product quality standards are key planning initiatives in support of the overall tourism policy. The Ministry of Culture,
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Tourism and Civil Aviation is responsible for policy formulation, planning, research, industry regulation and supervision of attached agencies such as the Nepal Tourism Board (tat is responsible for product development and marketing) and the Nepal Academy of Tourism and Hotel Management (that is responsible for leading tourism education and training). » Sri Lanka: Tourism policy is focused upon developing beach resort, culture, pilgrimage, ecotourism, and MICE markets to contribute foreign exchange, income and employment generation for socioeconomic development. Key planning initiatives include the development of integrated tourism zones in beach and selected urban areas with strong heritage component, and thematic cluster destinations offering culture, wildlife, and adventure tourism products designed to spread the benefits of tourism more widely. The Sri Lanka Ministry of Tourism and its Department is responsible for policy formulation and regulation and supervision of attached agencies such as the Sri Lanka Tourism Development Authority (responsible for tourism development and investment promotion), the Sri Lanka Tourism Promotion Board (responsible for marketing and promotion of Sri Lanka in its main markets), the Sri Lanka Convention Bureau responsible for bidding for international conferences, exhibitions and events), and the Sri Lanka Institute of Tourism and Hotel Management – a member of APETIT that is responsible for leading tourism education and training in the country.
30. In general, the tourism sector policies and plans of the sub region countries are geared towards contributing to national socio-economic development growth goals. Except for India5, all have long-term tourism master plans that provide medium to long-term policy and planning frameworks and short-term (5-year) action plans that are usually incorporated into the national Five-year planning frameworks. It should be noted however, that most of these plans are now quite dated and less relevant to current and likely future tourism scenarios.
31. The tourism development policies, markets, approaches to tourism planning, development, marketing and management, and institutional and human resources strategies of the sub region countries are broadly consistent. At the same time, the South Asian countries recognize that complementary in their natural and cultural resources makes it viable and mutually beneficial to cooperate in developing joint products, strengthening promotion and marketing, improving institutional capacities and human resources, and establishing effective partnerships between private and public sectors. In this context, it is noted that their national tourism policies and plans also include regional cooperation as part of the policy framework.
5 Key Issues and Opportunities
32. Despite an impressive range of attractions, strong market potential, some relatively good tourism growth performances in recent years, and existing policy, planning and institutional arrangements, the countries of the sub region have not realized the full potential of tourism to contribute to a more environmentally sustainable and socially inclusive pattern of socio- economic development:
» Potential tourists in the source markets widely perceive the sub region as a “difficult” destination to reach, and to safely and securely travel in. Border facilities are inadequate;
5 At the national level, India relies on a broad policy framework, and on a five-year plan that is part of the national planning framework. While most states in India have the same approach, an increasing number are adopting the long- term master planning approach to tourism development.
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and immigration procedures are cumbersome. Infrastructure and services especially road, rail, and air connectivity, utilities such as water supply, sanitation, and solid waste management in destinations, and wayside amenities on access roads are generally in poor condition. » The heritage assets of special interest to tourists such as major Buddhist monuments are in a poor state of conservation as indicated by their crumbling facades, illegal encroachments, and development of non-conforming structures at the sites or in their vicinity. Tourist information and site interpretation are generally inadequate and often absent. The standards of tourist services and hospitality skills especially on the part of small and medium-sized tourism service providers are limited. There is no framework or a mechanism to measure and encourage higher service and facility standards among tourism SMEs. » The pattern of tourism development in the sub region remains largely concentrated into a number of main urban destinations leaving many poorer communities (many of whom are located in or adjacent to highly attractive tourism resources in rural areas) largely excluded from the benefits of tourism. » Public and private sector tourism institutional capacities for partnering in tourism planning, development, regulation of standards, marketing, and tourism impact monitoring and evaluation are generally limited and weak. Inadequate participation and investment by the private sector, weak marketing budgets and follow-the-leader based marketing approaches, and outdated and inappropriate statistical data are key institutional challenges confronting the development of tourism in the sub region. The infrastructure deficiencies combined with institutional constrains have created an unfavorable climate for private investment, which is vital to robust tourism development in the sub region.
» Moreover, until recently, there had been little cooperation among the countries in the development and promotion of tourism destinations and tour products even though many of them are critically dependent upon each other for market access. Each country has been trying to carve out a niche in the market without harnessing the complementarities, contiguity, and potential synergies that are available in the sub region. The latter has been further constrained by complicated and cumbersome cross-border travel procedures as indicated by the fact that it can take up to 3 months to obtain the necessary visas for travel to and within the sub region.
» Table 7 gives an analysis for the sub-region’s tourism sector in terms of the key issues facing its development, indicates their underlying causes and causal relationships. As noted, despite the strong market potential, the current contribution of sub-region’s Buddhism and ecotourism assets towards sustainable and inclusive tourism development in South Asia is limited. This is the result of a combination of: (a) poorly maintained and operated tourist destinations, heritages sites and tourist facilities and services; (b) low market awareness levels and image of the sub-region as being hard to travel to and within; and (c) limited private sector and local community participation in tourism destination and site facility development and operations.
33. Underlying the poor quality of destination and heritage site infrastructure, facilities and services are: » inadequate investment in environmental infrastructure and its operation and maintenance, weak interagency coordination for destination development, lack of private
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sector participation, and weak destination and site planning, development and operations and maintenance skills; » a lack of clearly defined site and landscape conservation management plan, inadequate public sector resources for heritage conservation, outdated regulatory frameworks that make it hard to adopt adaptive reuse strategies, and weak heritage site tourism management skills; and » insufficient attention to promoting higher tourism enterprise standards, insufficient private sector participation in setting and applying quality standards, and limited public and private sector awareness of the importance of maintaining high standards.
34. Underlying the low market awareness levels and image of the sub-region as being hard to travel to and within are: » limited connectivity and travel support facilities and cumbersome cross border arrangements, inadequate support from related agencies and lack of a private sector role, concern over security and lack of sound plans for travel facilitation, and weak capacities of NTOs to effectively coordinate travel facilitation programs; and » absence of well resourced and sustained sub-regional marketing program, lack of a sub- regional institutional framework for marketing, limited private sector participation, and weak public sector capacities in undertaking marketing with the private sector.
35. Underlying the limited private sector and local community participation in tourism destination and site facility development and operations in the sub-region are: » lack of adequate fiscal and non-fiscal incentives to encourage greater participation, policy and institutional frameworks that do not encourage participation, and weak public sector institutional capacities for promoting private sector participation and partnerships; and » lack of community awareness and skills and capacities for participation in tourism, insufficient investment in community-based tourism (CBT) access and village infrastructure and CBT products, NTO have not mainstreamed CBT in their policies, programs and activities, and NTO capacities to develop policy and institutional capabilities remain weak.
36. Given the existing situation and related issues and concerns facing the development of tourism in the sub-region, the main opportunities going forward appear to be to: » leverage potential strong market demand by tapping the synergy of complementary and contiguous tourism assets of the region through regional cooperation to create sustainable and socially inclusive sub regional thematic destinations and tour products, enable scale economies, expand existing and attract new markets, and increase the size and distribution of the benefits of tourism; » harness the management and financial capability of the private sector in the development of tourism infrastructure and tourist facilities and services (especially community-based tourism development) and tour packages, as well as in the regulation of tourist site and facility and service standards, and in destination marketing; » harness the knowledge and experience of the local communities for nature and culture- based ecotourism, and
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» create a regional destination marketing capability to provide an umbrella-marketing framework within which the countries can operate.
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region - APPENDIX 1
ANNEX 1
PROFILE OF TOURISM IN THE SOUTH ASIA SUB-REGION
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region - APPENDIX 1
BANGLADESH BHUTAN INDIA NEPAL SRI LANKA A. Key Tourism Assets: B. Key Tourism Assets: B. Key Tourism Assets: B. Key Tourism Assets: B. Key Tourism Assets:
Sundabans World Heritage Spectacular Himalayan Himalayan mountain Majestic Himalayan peaks Extensive coastal beaches Wetland mountain scenery landscapes and scenery and valleys and small islands Extensive beach areas Network of national parks The Ganges/Brahmaputra Rich and colorful Rich Buddhist living such as Cox’s Bazar Beach with extensive wildlife River Valleys Himalayan cultural and tradition The Chittagong Hill Living Vajrayana stream of Diverse range of World artistic traditions and Extensive World Heritage Stations/ Sylhet Tea Capital Mahayana Buddhism Heritage archaeological customs listed Buddhist Kaptai Lake and Tangamati culture and related and historical Buddhist, Rich World Heritage Listed archeological sites and Tribal area temples and historic Hindu, Islamic, Rajput and Buddhist heritage crowned monuments e.g. Kandy Major World Heritage monuments and traditions colonial heritage by Lumbini, birthplace of Extensive network of archaeological monuments Bhutanese festivals and World Heritage National the Lord Buddha national parks and wildlife such as Paharpur (Buddhist rituals Parks and Reserves with World Heritage listed (Elephants, deer, tiger, Archeological Monument rich wildlife including national parks such as etc.) and World Heritage Site) as Sundabans World Sagamatha, Anapurna, Historic colonial relics well as Mahasthangarh and Heritage Site Chitwan National Park including Portuguese at
Mainamati. Rich and ancient art, craft, (White Rhino, Elephant, Galle, and British in music, dance, costume, Tiger, Deer, Birds) Colombo and Kandy, etc. festivals
B. Key Tourist Facilities & C. Key Tourist Facilities & C. Key Tourist Facilities & C. Key Tourist Facilities & C. Key Tourist Facilities & Services 2008: Services 2008: Services 2008: Services 2008: Services 2008:
Air service agreements Air services from 6 points Air services to 72 Air services to 13 Air services to 19 with 42 countries but only in region (Delhi, international points countries provided by 29 international points 16 routes operated Kathmandu, Bodh Gaya, provided by 72 foreign foreign and 1 national provided by 19 foreign Hotel Rooms: ~ 2,000 in Dhaka, Kilkata, Rangoon and 14 national airlines airlines and 1 national airline Dhaka + ~ 1,000 other and Bangkok 1,593 accredited hotels 669 accredited hotels with operating 319 flights with rooms in Dhaka 103 accredited with 95,087 rooms of 13,088 rooms. 73, 342 seats per week Travel Operators: 103 international hotels with ~ which the Sub-region trekking agencies: 977 256 accredited hotels with operators registered with 2,004 Rooms + 892 states have 8,779 rooms trekking guides: 5,356 14,793 rooms Tour Operators of rooms under construction Travel Operators: 479 travel agencies: 1,320 Travel Bangladesh or planned. tour operators, 348 travel tourist guides: 2,458 Operators/agencies: 326 Travel Operators: 166 agencies, 177 tourist registered with MOT. registered with the Sri operators registered TCB transport operators, 25 Lanka Tourism + 867 (of whom 613 in adventure tour operators. Development Authority
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region - APPENDIX 1
BANGLADESH BHUTAN INDIA NEPAL SRI LANKA cultural heritage area and Sub-region states has 66 209 in trekking) mostly tour and travel agent operators
C. International Tourism E. International Tourism E. International Tourism E. International Tourism E. International Tourism Impact Metrics 2008: Impact Metrics 2008: Impact Metrics 2008: Impact Metrics 2008: Impact Metrics 2008:
Arrivals: 467,332 Arrivals: 24,300 Arrivals: 5,366,966 Arrivals: 500,000 Arrivals: 438,475 CAGR 2001/08: 12.32% CAGR 2001/08: 23.26% CAGR 2001/08: 11.3% CAGR 2001/08: 4.75% CAGR 2001/08: 3.84% Top 10 Source Markets: (1) Top 10 Source Markets: (1) Top 10 Source Markets: (1) Top 10 Source Markets: (1) Top 10 Source Markets: (1) India, (2) UK, (3) USA, (4) India, (2) USA, (3) UK, (4) USA, (2) UK, (3) India, (2) Sri Lanka, (3) UK, India, (2) UK, (3) Germany, China, (5) Canada, (6) Japan, (5) Germany, (6) Bangladesh, (4) Sri Lanka, (4) USA, (5) China, (6) (4) Australia, (5) USA, (6) Australia, (7) Malaysia, (8) Australia, (7) France, (8) (5) Canada, (6) France, (7) Japan, (7) Germany, (8) Japan, (7) Russia, (8) South Korea, (9) Japan, Italy, (9) Canada, an (10) Germany, (8) Japan, (9) France, (9) South Korea, China, (8) Canada, (9) Italy, and (10) Italy China Australia, and (10) and (10) Italy and (10) France Main purpose of visiting: (1) Main purpose of visiting: (1) Malaysia Main purpose of visiting: (1) Main purpose of visiting: (1) leisure tourism 49%, (2) leisure tourism 87%, (2) Main purpose of visiting: (1) leisure sightseeing 29.6%, holiday leisure 73.2%, (2) business 39%, and (3) business 4.3%, and (3) leisure tourism and others (2) trekking and climbing Business 8.5%, (3) visiting other 12% other 8.6% 70.5%, and (2) business 21%, (3) pilgrimage 9%, (4) friends and relatives 8.3%, Foreign Earnings: $88.2 m Earnings: $ 38.8m 29.5% Official travel 8.6%, (5) (4) pilgrimage 2.6%, and Average Length of Stay: Average Length of Stay: Earnings: $ 11,747m business 4.6%, and (6) (5) other purposes 7.4% NA 7.8 days Average Length of Stay: other purposes 36.2% Earnings: $ 319.5m WTTC 2010Travel and WTTC 2010 Travel and ~16 days Earnings: $ 352 m Average Length of Stay: Tourism Employment Tourism Employment WTTC 2010 Travel and Average Length of Stay: 9.5 days Forecast: 2.4m Forecast: NA Tourism Employment 11.8 days WTTC 2010 Travel and WTTC 2010 Travel & WTTC 2010 Travel & Forecast 49.1m WTTC 2010 Travel and Tourism Employment Tourism GDP Forecast: Tourism WTTC 2010 Travel & Tourism Employment Forecast 0.502m 3.9% Tourism GDP Forecast: Forecast 0.614m WTTC 2010 Travel & 8.6% WTTC 2010 Travel & Tourism GDP Forecast: Tourism GDP Forecast: 7.5% 7.4%
D. Institutional Organization: A. Institutional Organization: A. Institutional Organization: A. Institutional Organization: A. Institutional Organization:
Bangladesh Parjatan Ministry of Tourism to The Ministry of Culture, Sri Lanka Ministry of Tourism Council of Bhutan Corporation (BPC) which are attached key Tourism and Civil Aviation Tourism to which are Hotel and Tourism National Hotel and Tourism Management Training agencies such as the to which are attached the attached (a) Sri Lanka Training Institute (NHTTI) Department of Tourism, Nepal Tourism Board and Tourism Development
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Updated Situation Analysis for the Tourism Sector in the South Asia Sub-Region - APPENDIX 1
BANGLADESH BHUTAN INDIA NEPAL SRI LANKA Institute (HTMTI) the Institute of Hospitality the Nepal Academy of Authority, Sri Lanka and Management, and the Tourism and Hotel Tourism Promotion Board, India Tourism Management and Sri Lanka Institute of Development Corporation Tourism and Hotel Management – APETIT
E. Policy and Planning D. Policy and Planning D. Policy and Planning D. Policy and Planning D. Policy and Planning Framework: Framework: Framework: Framework: Framework:
20-Year strategic Master Plan Overall vision is to be a The 2002 National Tourism The recently released updated The tourism policy of Sri Lanka for Tourism Development was premium exclusive long stay Policy provides the guidelines tourism policy 2010 aims to seeks to position it as the most prepared in 1990 followed by a destination for culture, nature for tourism development in the diversify Nepal’s tourism treasured island destination in Tourism policy in 1992 that is and wellness tourism. Vision to country. The main thrust of the products and services and take Asia by: (a) creating public- now in process being updated. be implemented through policy is to position tourism as tourism to new areas of the private sector partnerships to Main thrust of tourism policy diversifying destinations, an engine of economic growth country. The policy prioritizes develop tourism, (b) sustaining socio-economic development products and markets, based on enhancing India’s the development of rural and conserving both the and poverty reduction through increasing air access and competitiveness as a tourism, ecotourism, agro- natural and cultural resources, sustainable development of capacity, promoting additional destination, improving and based tourism, adventure and ensuring utilization of all tourism assets and investment in tourist facilities, expanding its tourist products tourism, education tourism, resources in a responsible destinations, garnering enhancing standards and value and markets, developing world- and health tourism market manner, so that the benefits population support, developing for money, developing class tourism infrastructure, segments, destinations and from development will accrue positive image of Bangladesh destination infrastructure, giving special attention to rural products. The policy emphasis as a whole, to the people of Sri as a country to visit, and supporting sustainable tourism and other forms of small scale a private-public sector Lanka. Key objectives and attracting private investment practices, enhancing tourist tourism to benefit poor partnership approach and the targets are: (a) increase and with incentives. services, and enhance tourism communities, and undertaking need to boost regional tourism diversify the product range, (b) institutional management effective and sustained markets in response to improve connectivity to Sri capabilities. marketing programs. The declining traditional long haul Lanka, (c) increase arrivals to implementation framework is markets from Europe and 1.5 m, raise average daily the current 11th Five Year Plan North America. expenditure to $130, and (2007-2012) develop and additional 7,000 hotel rooms by 2016, (d) further develop the East and North West resort areas, (e) expand traditional and develop new markets, and (f) promote tourism MSME sector growth.
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APPENDIX 2
OVERVIEW OF BUDDHIST AND ECOTOURISM MARKETS (Edited Version of Part III of the Final Report, Volume 1: Main Report Ta 6362-Reg: South Asia Subregional Economic Cooperation (SASEC) Tourism Development Project)
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
Table of Contents
1 Introduction ...... - 3 - 2 Ecotourism ...... - 3 - 2.1 Ecotourism Defined for SASEC ...... - 3 - 2.2 Probable Size of Global Ecotourism Demand ...... - 4 - 2.2.1 Size of Ecotourism Demand ...... - 4 - 2.2.2 Economic Impact of Ecotourism ...... - 5 - 2.3 Ecotourism Consumer Demand ...... - 5 - 2.4 Summary of Ecotourism Demand ...... - 6 - 3 Buddhist Circuits - Demand for Pilgrimage and Religious Travel ...... - 6 - 3.1 World Pilgrimage Trends ...... - 6 - 3.2 Buddhist Tourism Trends ...... - 7 - 3.3 Summary of Buddhist Circuit Demand ...... - 11 - 4 Buddhist and Ecotourism Market Segments ...... - 12 -
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
1 Introduction
1. This paper is a summary of the market analysis provided in Part III of the Final Report, Volume 1: Main Report Ta 6362-Reg: South Asia Subregional Economic Cooperation (SASEC) Tourism Development Project. The paper first assesses the scope and potential of the ecotourism markets for the subregion, followed by a similar analysis for the Buddhist heritage markets.
2 Ecotourism
2.1 Ecotourism Defined for SASEC
2. Ecotourism as a concept that combines ecology and tourism first emerged in the 1980s in response to the increasingly perceived unsustainable aspects of international tourism. By 1990 the International Ecotourism Society (TIES) had been formed in response to the Agenda 21 Initiative that defined ecotourism as "responsible travel to natural areas that conserves the environment and sustains the well-being of local people.” The International Year of Ecotourism was organized by UNEP and UNWTO in 2002. A number of events, deliberations and seminars culminated in the Quebec Declaration that was forged at the World Ecotourism Summit in May 2002. Many destinations formulated and published national ecotourism strategies, including Bhutan and Nepal, to ensure that their styles of tourism brought benefits to local people and preserved the environment.
3. Although the term "ecotourism" is now widely used in conservation and tourism sectors, definitions vary greatly. For the purposes of SASEC, a broad definition has been agreed, borrowed from Bhutan:
"Styles of tourism that positively enhance the conservation of the environment and/or cultural and religious heritage, and respond to the needs of local communities.”
4. The sub-region, particularly in Bhutan, Nepal and Sri Lanka, has in many ways been a pioneer in developing ecotourism initiatives. India recognizes its potential with the ENVIS Center in Sikkim, and has proposed National and State Ecotourism Directorates under the MoT. At the same time, many sate forest departments that generally control much of the forest and protected areas are developing ecotourism strategies and setting up ecotourism units to promote conservation through provision of alternative livelihood for local communities traditionally dependent on forest resources. The SASEC TDP has identified ecotourism as developing under three sub-themes: » trekking in the Himalaya; » ecotourism in the Ganga-Brahmaputra; and » adventure Tourism in South Asia.
5. The coordinated marketing promotional material reflected these themes, under the “Ecotourism Pioneers” and “Nature Culture Adventure” branding.
6. South Asia is uniquely well placed to build on its comparative advantage in ecotourism to spread pro-poor tourism benefits, particularly to remote and impoverished areas. In this context, “Ecotourism” is considered as any style of tourism based on nature and culture that has the potential to achieve this objective. This may encompass forms of tourism that might
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
be described in other contexts as adventure tourism, nature-based tourism, cultural tourism, geo-tourism, green tourism, pro-poor tourism, responsible tourism, sustainable tourism, village tourism, wildlife tourism, etc.
7. The broad approach to ecotourism suggested by the TA TDP consultants engages the full spectrum of ecotourism visitor motivation from the high-volume “soft” general interest segments seeking a comfortable and well-interpreted interaction such as those targeted by Bhutan, to more adventurous “hard” segments in search of extreme mountaineering and other specialist experiences such as those targeted by Nepal. In terms of ecotourism strengths in the sub-region, in addition to the identified sub-themes, there is particular relevance to pilgrimage and religious tourism, over an above dedicated Buddhist circuits. The broad trends in the development of ecotourism demand are discussed below.
2.2 Probable Size of Global Ecotourism Demand
2.2.1 Size of Ecotourism Demand
8. Although the global market for ecotourism is hard to quantify accurately and data are sometimes conflicting, trends confirm strong consumer enthusiasm and awareness for sustainable styles of tourism. In 1995, the size of the ecotourism market was estimated at between 7% and 15% of the global international travel market. The UNWTO estimated in 2004 that ecotourism is increasing by 20% per annum, or some five times the growth rate of overall tourism arrivals, prompting NTOs and tourism operators to consider it seriously in terms of planning, developing, packaging and promotion.
9. In 2007, The International Ecotourism Society (TIES) published the following demand Indicators: » Beginning in 1990s, ecotourism has been growing 20 - 34% per year. » In 2004, ecotourism was growing globally three times faster than the tourism industry as a whole. » Nature tourism is growing at 10 -12% per annum in international markets. » Sun-and-sand resort tourism has now “matured as a market” and its growth is projected to remain flat. In contrast, “experiential” tourism, which encompasses ecotourism, nature, heritage, cultural, and soft adventure tourism, as well as sub-sectors such as rural and community tourism, is among the sectors expected to grow most quickly over the next two decades. » United Nations Environment Program (UNEP) and Conservation International have indicated that most of tourism’s expansion is occurring in and around the world’s remaining natural areas. » Sustainable tourism could grow to 25% of the world’s travel market within six years, taking the value of the sector to $500 billion a year. » Analysts predict a growth in eco-resorts and hotels, and a boom in nature tourism, a sector already growing at 20% a year, and suggest early converts to sustainable tourism will make market gains.
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
10. With the rapid increase in interest and concern over the accelerating loss of planet biodiversity due to man-induced climate change, the level of interest in understanding and exploring the relationship between man as a cultural animal and the land in terms of its natural biodiversity values is likely to grow exponentially.
2.2.2 Economic Impact of Ecotourism
11. Data o the economic impact of ecotourism is generally hard to find. However, given that it accounts for at least 7 to 15% of total international tourism demand as indicated above, then its impact must be considerable. In the context of comparing ecotourism to mass tourism, TIES noted that: » In Dominica, in the Caribbean, “stay over” tourists using small, nature-based lodges spent 18 times more than cruise passengers spent while visiting the island. » In Komodo National Park in Indonesia, independent travelers spend nearly $100 locally per visit; package holidaymakers spend only half this. In contrast, cruise-ship arrivals spend an average three cents in the local economy. » 80% of money for all-inclusive package tours goes to airlines, hotels, and other international companies. Eco-lodges hire and purchase locally, and sometimes put as much as 95% of money into the local economy. » The daily expenditure of cultural tourists (over $90) is higher than visitors on a touring holiday ($67), beach holiday ($62), city break ($54) or rural trip.
12. These indicators suggest that the ecotourism markets have the potential to generate substantial benefits much of which can be targeted towards local communities and biodiversity conservation.
2.3 Ecotourism Consumer Demand
13. Specific survey data attempting to assess consumer demand for ecotourism are not generally available and it is therefore necessary to look at indicators of potential consumer demand size. In this context, a TIES questionnaire that sought to explore the importance of being green an socially responsible in selecting travel destinations and products found that:
» More than two-thirds of US and Australian travelers, and 90% of British tourists, consider active protection of the environment and support of local communities to be part of a hotel’s responsibility. » In Europe: 20 - 30% of travelers are aware of needs and values of sustainable tourism. 10 - 20% of travelers look for “green” options. 5 - 10% of travelers demand “green” holidays. In Germany, 65% (39 million) of travelers expect environmental quality; 42% (25 million) “think that it is particularly important to find environmentally-friendly accommodation.” » Nearly half of those surveyed in Britain said they would be more likely to go with a “company that had a written code to guarantee good working conditions, protect the environment and support local charities in the tourist destination. Ethical tourism will rightly be a big issue in the new millennium.”
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
» A survey of US, British, and Australian travelers revealed that 70% would pay up to $150 more for a two-week stay in a hotel with a “responsible environmental attitude”. » In a U.K. survey, 87% of travelers said their holiday should not damage the environment, and 39% said they were prepared to pay 5% extra for ethical guarantees. » 53 % of American travelers say their travel experience is enhanced when they learn as much as possible about local customs and culture. » 95 % of Swiss tourists consider respect for local culture to be highly important when choosing a holiday » Nearly a third (46 million) of US travelers buy specifically from companies that donate part of their proceeds to charities. In Europe, where there is a strong and growing sustainable tourism movement, these figures are even higher.
14. A TIES profile of ecotourism travelers in Europe found them to be: (a) Experienced travelers, (b) Higher educated, (c) Higher income bracket, (d) Middle-age to elderly, (e) Opinion leaders, (f) Keen to ask and tell their friends and colleagues about their trip, and (g) The most important source of trip information are other travelers.
2.4 Summary of Ecotourism Demand
15. Overall: » Western ecotourism segments in all SASEC countries provide convincing potential in terms of both volume and yield. » Care needs to be taken to match products with markets, and particularly to provide the standards of guiding and interpretation that these markets require. » “Other Asian” generating markets are increasingly showing up at ecotourism destinations in South Asia, especially in Bhutan, Nepal and Sri Lanka. » There is good potential for Bangladesh and India to more effectively position themselves as ecotourism destinations, if accessibility, packaging and marketing can be strengthened. » In future, increased ecotourism demand can be expected from domestic and regional visitors from the current relatively low base. » With the superb range of natural and cultural attractions, SASEC countries are poised to respond to this high-value demand from long haul as well as short haul segments. »
3 Buddhist Circuits - Demand for Pilgrimage and Religious Travel
3.1 World Pilgrimage Trends
16. Pilgrimage tourism by all many faiths and religions is a fast-growing global phenomenon. Traditional pilgrimage centers such as Mecca, Lourdes, the Ganges, etc. draw many millions of people a year. New pilgrimage routes are being opened and old ones revived. For pilgrims, the emphasis is on the power of the journey itself to a sacred spot, and the sense of spiritual awakening. The "journey of faith" is becoming increasingly important not only to the pious but to those in search of a meaning to life or a new direction. This can include tourists seeking a physical challenge or an intense cultural experience. Surveys show that about 10%
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
of tourists come for “no religious reason”. Such journeys promote feelings of collective solidarity as well as stimulating solitary meditation thus attracting many of the new pilgrims, including those who believe that they have no faith.
17. Besides faith, other factors driving the growth of religious and pilgrimage tourism include: » A desire from consumers for more authentic experiences, such as immersing themselves in the spiritual and cultural traditions associated with specific religions and pilgrimage sites. » More diverse tourist products promoted by NTOs seeking to extend the traditional tourist seasons. » An increasing number of travel agents offering religious tourism, pilgrimages and church tours in response to people seeking more unusual holidays or more diversification within a trip.
18. The UNWTO has reported that tourist arrivals in the Middle East and Asia-Pacific region have increased at a much faster rate over the last five decades than in the rest of the world. The average annual increase in the Asia-Pacific region was some 13%, whilst this figure was 10% for the Middle East. While there are several factors behind this, religious tourism has arguably played a significant role. Buddhists and Hindus consider India to be the most spiritual country on earth; the fact that Saudi Arabia is home to two of the holiest sites in Islam; and Israel and the Palestinian Territories comprise the Holy Land, important to Christians, Jews and Muslims throughout the world.
19. Some of these epic journeys are well known, but growth patterns are convincing. More than two million Muslims made the annual Hajj to Mecca in December 2006, 300,000 more than a decade ago. In India, the Hindu ArdKumbhMela in January 2007 on the banks of the Ganges at Allahabad drew supposedly the largest crowd ever recorded, an estimated 80 million people over a period of six weeks, with as many as 10 million worshipping on a single auspicious day. In Europe the phenomena are equally striking. Christian pilgrimage journeys such as the St. James’ Way are having a massive renaissance, focusing on such shrines as Lourdes in France, Fatima in Portugal and the Cathedral of Santiago de Compostela in northwestern Spain.
20. As religious tourism booms in India, State governments, religious trusts and the private sector work together to cater to the vast crowds. Examples include the 18.2 million Hindu pilgrims who visit the Puri temple town in Orissa. In North India, 17.3 million devotees visit Vaishno Devi, 11 million travel to Haridwar on the Ganges River and 8.3 million visit Mathura, birthplace of Lord Krishna (NCAER). Of the estimated 231 Indian pilgrims, 75% come from rural India. The Confederation of Indian Industry (CII) has recommended that the government should identify 25 domestic tourist sites and spend up to $22 million at each to develop infrastructure.
3.2 Buddhist Tourism Trends
21. The countries of the sub-region are positioned as the “Buddhist Heartland” and feature some of the world’s major Buddhist attractions, many of them recognized as World Heritage Sites. The TDP identified the sub-themes of Footsteps of Lord Buddha, Living Buddhism in the Himalaya and Buddhist Art and Archaeology in South Asia.
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
22. The Footsteps of Lord Buddha circuit in India and Nepal includes places directly associated with the Buddha’s life. In order, these are Lumbini (birthplace), Sravasti, Sarnath (where Buddha gave his first sermon), Bodh Gaya (where he attained enlightenment) to Rajgir, Nalanda, Vaishali, Kesaria to Kushinagar (where he died). Many Buddhists include visits to the Kathmandu Valley pilgrimage sites of Swayambhunath, Bodhnath, and Namobuddha.
23. Recent trends in the search for Buddhist spiritual wellbeing (such as religious studies, traditional healing, Himalayan spas, yoga practices and meditation retreats) show up strongly in source markets. These Living Buddhism segments are identified and targeted by the Incredible India campaign, Nepal Tourism Board, and Sri Lankan Tourism Board, amongst others. Buddhist and cultural sightseeing markets are attracted by the subregion’s historic monuments and Buddhist centers, particularly the Living Buddhism found today in Nepal (Lumbini, Kathmandu Valley and mountain Buddhist centers along the Great Himalaya Trail); Bhutan; India (Arunachal Pradesh, Sikkim, Ladakh, Dharamshala etc.); and Sri Lanka (Ancient Cities, Kandy’s Temple of the Tooth and Adam’s Peak etc.).
24. The history, iconography and art associated with Buddhism can be found in important temples, monasteries and archaeological sites throughout the subregion. These include: Bangladesh (Paharpur, Mahasthangarh, Comila, Mainamati and Ramu); India (Madya Pradesh (Samchi), Maharashtra (Ajanta and Ellora), Sikkim (Rumtek, Tashiding etc.), Ladakh; Orissa (Khandagiri, Udaygiri, Ratnagiri and Lalitgiri), Arunachal Pradesh (Tawang); Tripura (Pilak etc.); in Nepal (Kathmandu, Kapilvastu, Tilaurakot, Arorakot, Gotihawa, Kudan, Niglihawa, Sagarhawa, Ramgram and Devdaha); and throughout Sri Lanka. New developments in some Buddhist destinations are ambitious and high profile. For example in Bodh Gaya, inspired by Lama Yeshe the revered founder of the Foundation for the Preservation of Mahayana Teaching, spearheaded by entrepreneurs and funded by donors, the Maitreya Project is planning to erect the largest statue in the world, a 500 feet bronze figure of Maitreya, the Buddha of the future, estimated to cost $20 million.
25. The estimated 376 million Buddhists worldwide represent approximately 6% of the global population. Buddhist pilgrims are divided into followers of Theravada (Way of the Elders) from Thailand, Myanmar, Sri Lanka etc., and those of the Mahayana or great vehicle sect from Nepal, Bhutan, Sikkim, Tibet, northern Himalaya (Lama), Japan (Zen), and PR China (Ch'an). Mahayanists include the Japan Shingon tradition of the Vajrayana (diamond vehicle) sect. Mahayana and Vajrayan account for 62% of all Buddhists, and Theravada are 38%. Each group revolves around reincarnated Rinpoches (precious beings), teachers, monasteries and sites sacred to their traditions, but all Buddhists are interested in the Footsteps of Lord Buddha sites in India and Nepal that are directly associated with the Buddha’s life. The four primary destinations of Lumbini, Bodh Gaya, Sarnath and Kushinagar hold particular significance. In one of his last utterances, the Buddha said to his favorite attendant: “There are four places, Ananda, which the believing man should visit with feeling of reverence and awe.”
26. This enormous opportunity for Buddhist tourism is recognized in the subregion. MoT Sri Lanka recently set up a special Buddhist committee to coordinate tourism with their religious leaders. India consolidated its position as a Buddhist destination by actively positioning itself as a hub for Buddhist tourism. A plan of action has been drawn up by MoT to mark 2007 as the 2,550th year of Lord Buddha’s Mahaparinirvana (death), including the resuscitation of the ancient university of Nalanda.
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
27. The International Conclave on Buddhism and Spiritual Tourism was hosted by India in 2004. A study commissioned by the MoT from the Federation of Indian Chambers of Commerce and Industry (FICCI) states that about 200,000 Buddhist tourists visit India every year. The study estimates that this number could witness a sharp 500% rise to one million Buddhist tourists by 2012 if Buddhist circuits are promoted, restored and their infrastructure upgraded. It adds that Buddhist tourism could yield India $1 billion annually in the next five years, up from the current $125 million, and could potentially compare with the Taj Mahal as India’s most valuable attraction.
28. Buddhist tourists range across a spectrum from pilgrims on a religious quest, to long-stay visitors pursuing spiritual studies, and more general interest sightseers who may not have a religious motive. In addition to strong domestic and subregional pilgrims, arrivals and growth from the higher value international Buddhist tourism to South Asia are convincing. About 150,000 foreigners were estimated to visit the famous stupas of Bodhnath and Swayambhunath in 2006, or about half of all Nepal’s third country (non-Indian) tourists. In Bhutan, nearly 30% of foreign visitors cite Buddhism as the major attraction. About 2,500 foreigners visited the Paro Tsechu in 2006. The Footsteps of the Buddha attracts an estimated 115,000 pilgrim to the entire circuit but many more to individual destinations, mainly pilgrims from countries with high Buddhist populations. Bihar reported that 32% of international visitors to the State ate in monasteries and dharamshalas, indicating that they are pilgrims. Japan accounts for almost 20% of all visitors to Bodh Gaya. Lumbini’s estimated total of 500,000 visitors in 2007 included over 70,000 non-Indian foreigners, 43% more than in 2006.
29. Increasing numbers of Asian and Western visitors undertake Buddhist studies and attend teachings arranged by monasteries and centers such as those in Kathmandu Valley (Kopan, Parping, Kathmandu University Center for Buddhist Studies at RangjungYeshe Institute Bodhnath etc.), in Dharamshala and the Namgyal Institute of Tibetology in Sikkim. Coming from a wide range of countries, an estimated 10,000 to 15,000 international visitors attend these long-term courses and retreats, although they are hard to quantify, as normal tourist agency networks are not involved. A single teaching by a leading lama can attract 200 to 300 Westerners, and hundreds of thousands of local and Tibetan pilgrims. Vippassana Centers teaching Buddhist meditation techniques throughout the world are flourishing, first developed in India from Myanmar. The Kathmandu Vippassana Center receives an average of 150 students on consecutive 10-day courses throughout the year, about 10% of them non-Indian foreigners.
30. The following Chart shows the comparative number of Buddhist populations in Asian countries and provides an indication of the potential future market demand.
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Overview of Ecotourism and Buddhist Markets – APPENDIX 2
The Top 10 Buddhist Populations in Asia
31. At some major Buddhist monuments such as Angkor in Cambodia and Borobadur in Indonesia, massive recent growth is not only threatening the visitor experience but is even said to be destroying the fabric of the building. In the first seven months of 2007, Siem Reap International Airport recorded growth of 38% from visitors to Angkor, up from 1.7 million visitors in 2006. The top three markets to Angkor are Korean, Japanese and Chinese who together account for nearly 70% of all visitors. Borobadur in Java received 2.8 million visitors in 2006, with major markets being Japan, Netherlands, Germany, Britain, France, Taiwan, China and South Korea. Out of the total foreign arrivals to Sri Lanka, 62% of visitors (350,000 people) visit Kandy, home of the relic of Lord Buddha housed in the Temple of the Tooth. Rumtek Monastery at Gangtok, the seat of the Kagyupa sect, receives an estimated 130,000 visitors annually of who 10% are foreigners.
32. The outbound patterns of the major Buddhist countries and some SASEC countries are shown in Table 1. The data shown is total outbound travel including business and cross border traffic. However, the general pattern across the board is one of consistent growth, reflecting a stable economic environment, growing middle classes, and increasing disposable income. Although lack of data precludes a detailed examination of Buddhist tourism and current visitor markets at most sites, as noted above, pilgrimage and Buddhist sightseeing traffic are credited with much of this growth.
33. The strength of individual markets is highlighted in the case of the People’s Republic of China where China’s leadership is encouraging Buddhist and Taoist practice in order to restore “spiritual culture” and religious values as being conducive to social harmony. Buddhism is now part of a national strategy to promote religion to help redress the balance of an over-reliance on materialism that has resulted from capitalist ideals and the one-child policy. The Buddhist attractions of Tibet Autonomous Region received 2.5 million visitors in 2006, of which about 10% are international visitors. In the first eight months of 2007, arrivals have grown 71% over the same period last year, including 232,000 international visitors. The CNTA has revised its forecasts and is now expecting 6 million visitors to Tibet in 2010, about 90% of them Chinese. Visits to the Potala Palace are a highlight for tourists with over 700,000 visiting annually. Although officially limited to 2,300 tourists per day in order to protect the visitor experience and preserve the building, operators report that as many as 6,000 per day actually visit in the peak summer season.
Overview of Ecotourism and Buddhist Markets – APPENDIX 2
Table 1: Selected Outbound Source Markets 1999 to 2006
3.3 Summary of Buddhist Circuit Demand
34. Although generally lower-yield than ecotourism segments, there is excellent potential for growth in Buddhist tourism in South Asia, from both domestic and international visitors. The South Asia Tourism Marketing Program will seek out specialist and niche segments attracted by the subregion’s superb Buddhist and religious study products. In terms of the countries with the highest proportion of Buddhists, Thailand leads with 95% of the population. Japan (50% proportion of Buddhists) will remain important with its historical connections and high disposable incomes, as is Vietnam (55%), Macau (45%) and Taiwan (43%). Other countries with high proportions of Buddhists in their populations are Cambodia (90%), Myanmar (88%), Bhutan (75%), Sri Lanka (70%), Tibet (65%) and Lao PDR (60%). Focus can be given to promoting to the longer stay and higher yield Buddhist segments.
35. In terms of new markets, there is potential to attract more general interest sightseeing and cultural segments from Asia, particularly the countries with strong Buddhist connections, such as PR China, Japan, South Korea, Sri Lanka, Taiwan, and Thailand. Although susceptible to security concerns and demanding a certain level of comfort in making destination choices, their strong outbound patterns, growing economies and interest in Buddhist Heartland ensure that they will be a solid market in the future, especially when impediments to travel are removed and access and facilities at Buddhist sites are improved. Exponential growth can be expected when non-Buddhist special interest, cultural and FIT segments can be attracted to South Asia’s Buddhist Heartland attractions with pro-active marketing, better access and expanded visitor amenities.
Overview of Ecotourism and Buddhist Markets – APPENDIX 2
4 Buddhist and Ecotourism Market Segments
36. The South Asia Marketing Program segmented ecotourism and Buddhist markets as follows: » Buddhist Segments:
Domestic tourists seeking short breaks and recreation, often in family groups. International general interest sightseeing groups seeking scenic beauty, nature and wildlife, and cultural experiences that include living Buddhism sites.
Domestic pilgrims and local visitors, which may include other religions interested to enjoy Buddhist sites. International Buddhist pilgrims with a focus on religion and worship. International spiritual students with long stay patterns attending a teaching, course or retreat in monasteries and Buddhist centers from a range of foreign countries. » Ecotourism Segments:
International freely independent travelers (FITs) including expatriate families resident in South Asia, with general interest and independent travel patterns, with a concern that tourism benefits local people and conservation. International soft adventure activity and special interest groups such as Himalayan trekking, mountain biking, bird watching, art and architecture tours etc.
Hard adventurers motivated by specialized extreme sports such as mountaineering, mountain aerial sports, etc.
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APPENDIX 3
UPDATED REVIEW OF COOPERATION IN TOURISM IN THE SOUTH ASIA SUB-REGION
Carabela La Niña, 12 08017 BARCELONA, SPAIN Tel. (+34) 93 206 43 43 Fax. (+34) 93 280 35 16
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Updated Review of Cooperation in Tourism in the South Asia Sub-Region – APPENDIX 3
Table of Contents
1 Introduction ...... - 3 - 2 Broader Regional Cooperation Framework ...... - 3 - 2.1 The South Asian Association for Regional Cooperation ...... - 3 - 2.2 Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation ...... - 4 - 3 South Asia Sub-regional Economic Cooperation in Tourism ...... - 5 - 3.1 2004 Tourism Development Plan ...... - 5 - 3.2 Human Resource Development Strategy and Action Plan ...... - 7 - 3.3 The SASEC Tourism Development Project ...... - 7 - 3.4 The South Asia Tourism Infrastructure Development Project ...... - 8 - 3.5 Improving Connectivity and Destination Management of Cultural and Natural Resources ...... in the South Asia Sub region ...... - 9 - 4 Lessons Learned ...... - 10 - 4.1 Lessons Learned from the Formulation and Implementation of the TDP ...... - 10 - 4.2 Lessons Learned from the HRD TA ...... - 11 - 4.3 Lessons Learned at the 2007 GMS SASEC Knowledge Sharing Workshop ...... - 12 - 5 External Assistance to the Tourism Sector ...... - 12 -
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1 Introduction
1. This paper reviews the regional and sub-regional framework for cooperation in tourism in South Asia. The broader regional cooperation framework is first discussed followed by a more detailed discussion of the tourism cooperation activities that have taken place in the sub-region. The lessons learned from the past cooperation activities are then summarized, and the external assistance provided to the tourism sector summarized.
2 Broader Regional Cooperation Framework
2. The sub regional cooperation in tourism in South Asia has been taking place within a larger regional cooperation context that is circumscribed by: » the South Asian Association for Regional Cooperation (SAARC) that groups Afghanistan, Bangladesh, Bhutan, India, the Maldives, Nepal, Pakistan, and Sri Lanka; and » the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) that groups Bangladesh, Bhutan, India, Myanmar, Nepal, Sri Lanka and Thailand.
2.1 The South Asian Association for Regional Cooperation
3. SAARC provides a platform for the peoples of South Asia to work together in a spirit of friendship, trust and mutual understanding. The SAARC cooperation framework focuses upon agriculture and rural development, health and population (especially women, youth and children), environment and forestry, science and technology and meteorology, human resources development, transportation. In recent years, its agenda has been extended to include strengthening cooperation in IT, communications, Intellectual property rights, tourism, energy and security. Given the regional situation, the SAARC cooperation framework recognizes that implementation will in many cases be dependent upon national or sub regional initiatives.
4. Tourism has been included in the SAARC cooperation agenda because of its ability to foster mutual understanding and good neighborly relations through SAARC residents visiting their neighbors. In 2006, the SAARC Tourism Working Group formulated an action plan that targets increasing intra and inter-regional travel to the region by: » developing a regional identity through promotion of the region as a single destination and encouraging the creation of regional cultural and ecotourism products; » strengthening existing airline services and linkages, developing more convenient air and ground connections between gateway airports and major tourist destinations and sites, and introducing a regional air fare; » encouraging private sector participation in the promotion of intra and inter-regional tourism markets; » simplifying visa application procedures for tourists and pilgrims; » better coordination the activities of tour operators; and » enhancing the capacity of the sector to public and private sector to plan, finance and develop, and operate sustainable tourism.
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5. As a regional grouping of the SAARC, sub regional tourism initiatives are to be seen as a pragmatic way to establish and guide regional cooperation and integration under the SAARC agenda. In this context, in 2001, SAARC encouraged the formation of the South Asian Growth Quadrangle composed of Bangladesh, Bhutan, India and Nepal that with the support of the Asian Development Bank was subsequently renamed the South Asia Sub-regional Economic Cooperation group or (SASEC).
2.2 Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation
6. The BIMSTEC is an interregional cooperation framework between South Asia and Southeast Asia that seeks to cooperate across a broad range of sectors including trade and investment, transport and communications, energy, tourism, technology, and fisheries, agriculture, public health, poverty alleviation, security and crime, biodiversity conservation and natural disaster management, culture and people-to-people contact. In the tourism sector, the cooperation agenda focuses upon: » organizing Visit BIMSTEC Years; » establishing a proposed BIMSTEC Tourism Cooperation Center; » studying the feasibility of promoting a BIMSTEC religious circuit product, providing training on application of information technology in tourism; and » preparing a BIMSTEC Tourism Master Plan.
7. All these initiatives remain proposals at this point in time. The link with the sub region is in the development of the proposed BIMSTEC religious circuit product, the core elements of which have already been identified for development among the sub region members of the BIMSTEC (i.e. Bangladesh, Bhutan, India, Myanmar, Nepal, and Sri Lanka). Major BIMSTEC regional initiatives and investment projects that will have a significant impact on regional and regional tourism sector development and integration at the SAARC and sub regional level include: » implementation of ADB proposals as part of the road map to improve regional connectivity for a regional transit agreement and some road and rail projects for a greater connectivity and to facilitate the movement of goods and people in South Asia; and » extension of the SAARC visa exemption scheme and evolution to a single visa scheme for third countries.
8. Other BIMSTEC level initiatives include: » implementation of proposals to establish an open skies arrangement between BIMSTEC carriers; » the establishment of the proposed BIMSTEC Tourism Information Center; » completion of the BIMSTEC framework agreement on multi-modal transportation to facilitate the movement of goods and people between Southeast Asia and South Asia; and » completion of the Asian Highway connection between Thailand, Myanmar and Bangladesh.
9. Clearly, an effective sub-regional tourism cooperation agenda needs integrate and mesh with the initiatives of SAARC and BIMSTEC in order to strengthen sub regional and regional cooperation outcomes.
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3 South Asia Sub-regional Economic Cooperation in Tourism
10. In 1996, four of the seven SAARC member countries; namely, Bangladesh, Bhutan, India, and Nepal, formed the South Asian Growth Quadrangle (SAGQ), with a primary objective of accelerating sustainable economic development among the four countries. This subregional initiative was endorsed at the SAARC Summit held in Male in 1997. In 1997, they requested ADB assistance in facilitating their economic cooperation initiative. This request subsequently led to the implementation of the South Asia Subregional Economic Cooperation (SASEC) program to facilitate subregional economic cooperation among the four countries.
11. In the tourism sector, the SASEC sub-region initially comprised the countries of Bangladesh, Bhutan, the northeastern states of India and Nepal. A Tourism Working Group (TWG) comprising the senior officials of the national tourism offices of the four countries was formed in 2001 and subsequently expanded in 2005 to include Sri Lanka. The Maldives, Pakistan and Afghanistan may become active participants in the future as their ability to participate effectively in the cooperation agenda develops. The TWG has met 9 times since 2001 and has pursued a subregional tourism cooperation agenda directed at: » developing joint tourism products; » strengthening promotion and marketing; » improving institutional capacities and human resource capabilities; and » establishing partnerships with the private sector.
12. TWG meetings have been held at least annually and include participation by various private sector representatives and groups, as well as development partners. In particular, the TWG has received long term support from the Asian Development Bank through assistance in arranging meetings, coordinating its agenda with that of the overall regional cooperation agenda, and providing technical assistance and loan funds for specific tourism initiatives. The main support activities are summarized below.
3.1 2004 Tourism Development Plan
13. In 2004, the TWG received TA support from the Asian Development Bank (ADB) to prepare a 10-Year Tourism Development Plan (TDP) that sought to set out to provide a rational framework for cooperation and to guide the cooperation agenda. The TDP summaries the tourism patterns and the future tourism development agendas of the four countries, and proposes core strategic directions for the TWG designed to add value to the national tourism development agendas. These core strategic directions are: » tourism should be sustainable and contribute to the reduction of poverty; » branding should focus on SASEC products and not the SASEC sub-region itself; » joint marketing should be emphasized first, and measures to ensure product quality after; » reposition the subregion as a tourist-friendly destination; » facilitate the development of a more competitive tourism industry; and » improve tourism links with neighboring countries.
14. With these strategic directions, the TWG adopted an agenda of sub-regional projects under seven programs. Four programs focus on generic issues of common interest: 1.“Coordinated Marketing”; 2.“Enhancing Product Quality”; 3.“Facilitating Travel”; and 4. “Developing Human
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Resources.” Two programs are based on the TWG’s agreed product development themes namely: 5. “Developing Ecotourism Based on Nature and Culture”; and 6. “Developing Buddhist Circuits.” The seventh program is aimed at the private sector: 7. “Enabling the Private Sector. The TDP includes 27 sub-regional projects under programs 1 to 7, and 33 potential projects for national-level implementation located within 11 key areas in the Key Areas program.
15. The implementation of specific projects under the TDP was to be led by one or more countries with the support of the development partners, while the implementation of the Key Area projects was left to the individual country governments with the TWG providing a strategic review role only. The TDP included a SASEC Tourism Development Matrix and Action Plan to track progress on programs and projects and that was intended to be updated at TWG meetings. Between meetings, it was intended that communications would be maintained by email and by using a Yahoo Group on the Internet (“SASEC Tourism Working Group”).
16. A review and evaluation of the TDP’s implementation is presented in Annex 2. This indicates that whilst the TDP has been a useful tool for guiding sub regional cooperation in tourism towards common goals and objectives, there is a need to clarify its conceptual framework; improve the logical sequencing and the linkages between its overall impact, outcome and outputs; as well as improve coherence between its various elements. In particular, its: » destination organizing principle and development framework needs to be made more coherent; » strategic programs especially its destination development, marketing, cross border facilitation, and human resource development programs need to be more integrated; » strategic programs and projects relative to the resources and institutional capacity to implement them are too ambitious; » mechanism for monitoring, evaluating and communicating progress need to be further thought out; and » approach to updating the strategy an action plan to keep it relevant as the guiding framework for the sub regional tourism cooperation agenda needs to be set out.
17. Critically, the TDP does not provide an effective unifying vision for cooperation in regard to multi-country destination themes, development priorities, and related site and tourist infrastructure and facility and services needs, deficiencies and requirements. The current regional and sub regional dimension of connectedness of destinations, sites and products (tourist infrastructure and facility and services) in the TDP is weak. At the same time, the TDP has no mechanism for periodic adjustments in order to maintain its relevance in guiding the sub regional cooperation agenda.
18. A more radical and analytical review of the existing TDP without limiting its content, components, and structure is required. While the basic concept of the TDP remains relevant, options need to be developed on the future role of a TDP. These options could range from the TDP as a master plan for sub regional cooperation in tourism that seeks to address all variables connected with the development of sub regional tourism, to a more flexible strategy for guiding sub regional cooperation in tourism in key areas. The current TDP sits somewhere in the middle of this planning dimension making it less useful than it otherwise could be. Given the significance and fast pace of change, a more flexible strategic approach that integrates and focuses cooperation between the countries on a designated destination concept is likely not only to be easier to implement, but also garner greater support from the participating countries, the private sector, local communities and the development partners.
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3.2 Human Resource Development Strategy and Action Plan
1 19. In a subsequent extension of the TA for the formulation of the TDP carried out in 2006 , a human resource development strategy and action plan for 2006-2011 was developed and a program of human resource development implemented. The core of the HRD strategy was that by training a sufficient number of trainers in the sub region based on the use of a common minimum training program (CMTP) standards, and supporting this with a web-based “center of excellence” acknowledging institutions reflecting international best practice, there would be a “ripple effect” that will introduce best practice strategy to the sub regions tourism and education training institutions. In this context, 271 trainers attended 12 mainly training workshops of 2 to 7 days duration using common minimum training program (CMTP) standards in the fields of travel media, travel hosting, community-based tourism, guiding training, hospitality and business for SME owners, competency building for core staff in tourism institutes, and project management training for NTOs/LTOs. However, the recommended tourism and training education institutional support framework has not been put in place as at this point in time and no follow up has been undertaken to determine the impact of the trainings.
3.3 The SASEC Tourism Development Project
20. To implement the tourism infrastructure development recommendations of the TDP, the ADB provided TA to the countries to prepare the SASEC Tourism Development Project that was implemented between 2007 and 2008.2The TA involved the preparation of a tourism infrastructure road map based on the identification of a vision for the future of SASEC tourism premised on the development of a “South Asia Buddhist Circuit” and a “South Asia Ecotourism Circuit” and related multi-country tourism circuits as a framework for phased infrastructure development. The “South Asia Tourism Circuits and Infrastructure Vision” is seen as the core-unifying element linking all other regional initiatives and providing a focus for other activities including national level activities and investments within the cooperation framework. The vision, endorsed by Nepal, India, and Bangladesh and their sub regional partners (Bhutan and Sri Lanka), involves a pattern of interlinked priority thematic multi- country circuits of nature and culture-based destinations determined and ranked on the basis of key criteria, including the levels of market demand, contribution to national and regional tourism growth, and poverty reduction. The TA identified 9 multi-country tourism circuits for priority intervention in terms of access and destination infrastructure, as well as improved management. The 9 sub-circuits comprised: » (1) The Footsteps of Lord Buddha circuit, » (2) The Nepal Ecotourism Road circuit, » (3) The North East Himalaya circuit, » (4) The Bangladesh Heritage Highway circuit, » (5) The Bhutan-India circuit, » (6) The Brahmaputra River circuit, » (7) The Great Himalaya Trail circuit, » (8) The Sri Lanka’s Cultural Triangle, and » (9) The Sri Lanka’s Southern Ecotourism Triangle.
1 South Asia Subregional Economic Cooperation (SASEC) Human Resource Development and Capacity Building In The Tourism Sector ADB TA No. 6225-REG 2 ADB TA 6362-REG: SASEC Tourism Development Project, approved in December 2006 for $1.0 million.
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21. The vision also broadly identifies the investment requirements of these multi-country circuits in terms of access and destination infrastructure, as well as improved management. The vision, thus provides: » a long-term development planning framework for phased development of infrastructure along multi-country circuits in accordance with priorities and available funds; » the basis for the highest priority circuits and the subprojects to be included in the Project; and » the basis for addressing capacity and management support initiatives.
22. The TA led to the formulation and approval on 16 November 2009 of the ongoing South Asia Tourism Infrastructure Development Project (SATIDP)3involving 3 loans and 1 grant for Bangladesh, Nepal, and India; as well as additional sub regional technical assistance for software support for improving connectivity especially to and within multi-country circuits, and more effective destination management of cultural and natural resources within these.4
3.4 The South Asia Tourism Infrastructure Development Project
23. The SATIDP involves Figure 1. Multi Country Tourism Circuits interventions in the following portions of the priority circuits: » the Nepal portion of the Footsteps of the Lord Buddha circuit that cuts across India and Nepal, and combines Lumbini, the birth place of Buddha with the Buddhist sites of northern India (1 and 2 on map);
» the Sikkim portion of both the greater Himalayan trail and the northeast India circuits centered near India’s Bagdogra, an air gateway linking the Himalayan culture, trekking, and adventure destinations of Sikkim, with northeastern Indian states, east Nepal, northern Bangladesh, and Bhutan (3, 5 and 7 on map); and » the Bangladesh Heritage Highway connecting a cultural heritage-focused corridor from north to the south in the western regions of Bangladesh with established tourist flows in West Bengal and the northeast region of India (4 and 6 on map).
24. SATIDP focuses upon developing and improving tourism-related infrastructure in the Nepal, India, and Bangladesh sectors of the multi-country circuits targeting improving connectivity to and destination infrastructure and services in key nature and culture-based tourism sites. The
3 ADB Project No 39399- 01: South Asia Tourism Infrastructure Development Project 4 ADB TA No. 6504-REG: Improving Connectivity and Destination management of Cultural and Natural Resources in the South Asia Region
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main infrastructure interventions include airport upgrading, last mile road connectivity, environmental improvements of destinations, such as water supply, sanitation, and solid waste management; and visitor management infrastructure and services. In parallel with the physical interventions, the SATDIP provides programs for: » capacity building in each country to develop the capacities of sector agencies for sustainable protection and management of natural and cultural heritage of tourism importance; and » better engaging local communities in tourism to enhance the economic linkages between local populations and tourism, and increase benefits from tourism to the region’s communities.
25. The SATIDP has a Subregional Task Force (STF) comprising the key Executing Agencies (EAs) and Implementing Agencies (IAs) representatives in addition to members of tourism ministries/NTOs and ministries of finance. The STF is considered to be an expanded TWG that is expected to meet at least annually to discuss the progress and exchange knowledge and experience in its implementation. However, the mechanism for STF meetings and its relationship to the overall TWG tourism cooperation agenda needs to be clarified and implemented.
3.5 Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Sub region
26. Within the framework of supporting its South Asia Regional Cooperation Strategy and Program (RCSP) that focuses on contributing to sustainable and inclusive socio-economic growth in the region, and to support the development of a more effective tourism cooperation agenda, the Asian Development Bank (ADB) included a regional TA for “Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Sub region” in its assistance pipeline. The concept of the TA was first discussed with all the participating countries during the 9th meeting of the South Asia Subregional Economic Cooperation (SASEC) Tourism Working Group (TWG) in Delhi in May 2008. Subsequently, ADB Missions visited Bangladesh, Bhutan, Nepal, and India to further discuss and finalize the scope, costs and financing plan, and implementation arrangements of the TA. The TA forms an important intervention in the process of a long-term partnership between ADB and the TWG countries for developing an environmentally and culturally sustainable and socially inclusive tourism that will catalyze economic growth and contribute to poverty reduction in the region.
27. The TA seeks to develop and support the implementation of a more integrated and effective regional cooperation program based on a revised TDP and action plan that integrates the findings of the recent regional TA and the new stage of cooperation for joint infrastructure development under SATIDP. This new level of cooperation is based on a framework of multi- country tourism circuits in the region supported by an integrated set of initiatives that include: » enhanced cross border facilitation; » more focused collective marketing and promotion; » enhancing the quality of tourist attraction sites, tourist facilities and services; » enhancing the safeguarding of heritage sites and landscapes of importance to tourism; » increasing the level of experience and knowledge sharing and human capacity for sustainable tourism development, and
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» contributing to enhanced regional investment project preparedness and management.
28. The expected long-term impact of the TA is enhanced positioning of the region in both intraregional and international markets as one of the world’s leading destinations for sustainable and socially inclusive spiritual and nature- and culture-based tourism. The expected outcome of the TA will be the facilitation of an expanded sub regional dialogue for collective action and capacity building for enhanced sub regional tourism development that is environmentally and culturally sustainable, and socially inclusive. The expected outputs of the TA will be: » a deepened subregional dialogue guided by an updated and focused subregional tourism plan and action agenda; » an increased awareness of cross-border issues and ongoing, concerted efforts based on a broadly agreed-upon plan of action to streamline cross-border tourist travel; » enhanced capacity for collective marketing of the subregion’s assets and ongoing efforts for marketing and promotion based on a strategy and expansion plan that focuses on the selected multi-country circuits; » improved capacities of the public sector, communities, and the private sector for sustainable and inclusive development and management of natural and cultural heritage sites and Buddhist circuits; and » enhanced preparedness of national-level stakeholders to manage and implement the SATIDP in an effective and timely manner.
4 Lessons Learned
29. The TDP programs and projects varied in size and scope, some aiming for short-term success and confidence building, others taking a longer and more complex perspective. In general, progress with many TDP projects has been slow because it has not been easy for the national tourism ministries and organizations to commit time, human and financial resource to the implementation of the sub-regional tourism cooperation activities set out in the development matrix and action plan of the TDP. Nevertheless, some significant steps have been taken such as the training of trainers, preparation of a vision and road map for tourism infrastructure development, and implementation of tourism infrastructure projects in key segments of the priority tourism sub-circuits in Bangladesh, India and Nepal under SATIDP.
4.1 Lessons Learned from the Formulation and Implementation of the TDP
30. As indicated in Volume 1 of the SASEC Tourism Development Project Report, the main lessons learned from the formulation and implementation process of the TDP were: » Despite widespread enthusiasm for sub-regional cooperation, tourism ministries and NTOs often have limited time and resources for sub-regional activities. National priorities inevitably take precedence. Pragmatic approaches, concise communications and active coordination are needed to maintain momentum. » The TDP was ambitious in the scope of its programs and projects leading to calls to refocus the TDP on a more achievable range of targets. At the Eighth meeting of the TWG in Bhutan in 2007, it was agreed that the TDP should be updated and made more into a more flexible living document and road map.
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» Key decisions are made at the TWG Meetings necessitating that a balance needs to be kept in the structure of the TWG’s membership to ensure high-level representation and ownership. Ministry and NTO staff and staff of other concerned agencies that are directly associated with projects need also to have ownership and should attend TWG meetings if possible. » Although tourism-marketing activities receive strong support, the promotional possibilities of the previous sub-regional collateral materials have not been realized by the NTOs. In particularly, the nature, culture, adventure, ecotourism and Buddhist Heartland brochures, posters and CDs and the sub-regional website12 have been under-utilized. There is a need to strengthen implementation institutional capacities and provide initial implementation support to build confidence and enthusiasm. » There is disparity within and between the countries in tourism industry standards especially in the tourism SME sector. There is widespread enthusiasm, albeit bounded by natural rivalry, for sharing experiences between the SASEC countries. While the HRD TA experience suggests that upgrading standards could be approached through a process of sub-regional sharing, this needs to be complemented by a system that recognizes and rewards quality facilities and services. » User-friendly communication and regular working meetings are desirable to sustain relationships between the ministries and NTOs in between TWG meetings. Encouraging development partners to attend TWG meetings and to take ownership of steering projects would assist the pace of progress. Further, there is a need to develop an effective communication platform through provision of a SASEC workstation that functions like a “cold war hot line” on the desk of the SASEC tourism coordinator in each country. » The use of web-based networking as a modality for sub-regional cooperation in tourism should only be undertaken if it can be supported by provision of equipment and training to develop the IT capabilities of the ministries and NTOs of the five countries. » The current Tourism Development Matrix and Action Plan is a useful aid at TWG meetings. It contains up-to-date summaries of progress in of each of the TDP projects within the seven programs. Often, there is little progress to record. To make the Matrix more relevant in future, the revised TDP projects should be closely linked with implementation of the SASEC Tourism Development Project.
4.2 Lessons Learned from the HRD TA
31. The main lessons learned are summarized below: » While the Common Minimum Training Program workshops trained large pool of tourism trainers and empowered them to take the knowledge to the national level in a “ripple effect”, the inclusion of an effective monitoring and evaluation procedure with indicators would make it easier for the NTOs to monitor and evaluate itsdownstream effects. Also, there is a need sustain training initiatives by incorporating them into tourism education and training institutions. » There is wide disparity between the countries in standards of formal training that makes it more difficult to achieve a common level in training of trainers. In this context, there is a need to enhance the exchange of knowledge and experience among tourism education and training institutions in the sub-region. Sharing course content between sub-regional trainers on a web-base “network of excellence” would help to facilitate knowledge and experience sharing and lift course standards towards international benchmarks. » The valuable relationships created during the HRD TA’s workshops between the NTOs, development partners, tourism training institutions, private sector groups, community
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organizations and workshop participants need to be sustained beyond the life of a TA in order to ensure a long term impact. The use of web-based centers of excellence could help to sustain these relationships. » Future SASEC workshops should lump-sum workshop costs based on an approved detailed budget to reduce the funding difficulties and delays experienced by ADB, NTOs and development partners during the HRD TA. As well, one country should be responsible for the successful completion of each sub-regional HRD objective.
4.3 Lessons Learned at the 2007 GMS SASEC Knowledge Sharing Workshop
32. At a knowledge-sharing workshop held in Vientiane, Lao PDR on 2-6 December 2007 for GMS and SASEC TWG members, participants noted the following lessons learned from a comparison between the two sub-regional tourism cooperation initiatives: » Similarities include disparities of sub-regional standards, conflicts with NTO time and resources, sustained recent tourism growth, and problems with communication and web- based networking; » Differences include the fact that SASEC countries had been cooperating in tourism for many decades and, thus there should be less need for external consultant inputs. » SASEC strengths were considered to include sound positioning and branding under the two themes, the range of small to large-scale projects in the TDP, and the TDP matrix as a living, evolving document. » The GMS experience emphasized market-led tourism development, the importance of engaging development partners and networking with the private sector being essential for success. » Execution and implementation challenges in the GMS included capacity building of associated agencies, relationships with line ministries, mobilization delays and problems caused by lack of rigorous design process resulting in cost and time escalations and shifting rationale. » Social and environmental safeguards and the need for systematic monitoring need to be incorporated into the cooperation agenda and evaluation, although integral to implementation, must be balanced with viability.
5 External Assistance to the Tourism Sector
33. A brief summary of the main external assistance to the tourism sector in the sub-regional countries in terms of project name, project proponents, and type of assistance being provided is set out below.
Country Project Agency Type of External Assistance Bangladesh USAID Bhutan Small Scale Technical ACB (Austrian These agencies have offices in Assistance, and Cooperation Bhutan and currently offer small supporting the Tourism Bureau) scale technical assistance in Council of Bhutan SNV (the tourism, assisting the
Netherlands development of regulations and in development language training, scholarships
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Country Project Agency Type of External Assistance Cooperation) and in the case of SNV, a pilot JICA (Japan project on ecotourism. The ACB International is also providing support for the Cooperation development of a tourism-training Agency) institute including training of SNV, a pilot project trainers. on ecotourism.
India Ajanta-Ellora Japan International The project seeks to conserve Conservation Cooperation Agency and preserve monuments and & Tourism (JICA), natural resources, improve Development working with the infrastructure and visitor Project-II Ministry of management, carry out tourist Maharashtra Tourism development activities and The project objective training programs for higher is to conserve and quality of tourism, and improve preserve the quality of life of local monuments and population in Maharashtra State, natural mainly in the Ajanta-Ellora region
Japan Uttar Pradesh International The objective of the project is to Buddhist Cooperation promote tourism development in Circuit Development Agency(JICA), the State of Uttar Pradesh by Project working with developing tourism related the Ministry of infrastructure and facilities along Tourism the Buddhist circuit linking Sarnath, Kushinagar, Kapilvastu, Sravasti and Sankisa. India / Asian Inclusive Tourism Development Bank Infrastructure (ADB) The objective of this study is to Development develop a tourism development Project: road map for India in preparation for future tourism sector loan projects. Nepal Marketing UNEP and SNV, The objective of MAST is to Assistance to working expand business opportunities for Nepal for with Nepal Tourism the tourism entrepreneurs in Sustainable Board Nepal by helping them tap Tourism Products with grant provided into the fast growing international (MAST) by market for sustainable tourism European products, with particular Commission's emphasis on facilitating strong Asia Invest links with the European Market.
The objective of the three year Strengthening the European Union SAMPs capacities of small working with Nepal project is to support local and Tourism communities by medium sized Board providing them support and
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Updated Review of Cooperation in Tourism in the South Asia Sub-Region – APPENDIX 3
Country Project Agency Type of External Assistance accommodation enhancing their providers capacity by imparting knowledge (SMAPs) and skills so that they can effectively run their business.
Sri Lanka Tourism Resource Japanese Bank for The objectives of this three year Improvement Project International project are: (a) tourism (TRIP) Corporation Infrastructure Improvement in (JBIC), working with four cities: Negombo, the Anuradhapura, Sigiriya and Ministry of Tourism Nuwara Eliya; (b) new hotel school in Kandy and improvements to the Colombo Hotel School, and (c) marketing Sri Lanka in Japan, Korea, China and the Far East.
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APPENDIX 4
Marketing Strategy and Program Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
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Marketing Strategy and Program – APPENDIX 4
Table of Contents
1 Introduction ...... - 3 - 2 Summary ...... - 3 - 3 Situation Analysis ...... - 4 - 3.1 Previous decisions of TWG ...... - 5 - 3.2 Comments and Updates on the Broad Strategies of TDP ...... - 5 - 4 Key Issues and Constraints ...... - 7 - 5 Strategic Objectives ...... - 8 - 5.1 Strategy and objectives ...... - 8 - 5.2 Product Clubs in brief ...... - 8 - 5.2.1 Concept ...... - 8 - 5.2.2 Operations ...... - 9 - 5.2.3 Members ...... - 9 - 5.2.4 Funding ...... - 9 - 6 Recommended Program/Project Interventions ...... - 10 - 7 Implementation Arrangements ...... - 15 - 7.1 Timing and phasing ...... - 15 - 7.1.1 Public Sector Role ...... - 16 - 7.1.2 Private Sector Role...... - 17 - 7.2 Resourcing framework ...... - 17 - 7.3 Monitoring and evaluation framework ...... - 18 -
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Marketing Strategy and Program – APPENDIX 4
1 Introduction
1. This paper seeks to provide the basis for the stakeholders in the Sub-region to update the promotion and product development strategies of the 2004 TDP. The paper first reviews the current situation in regard to the marketing of the sub-region as a single destination based on its Buddhism and ecotourism heritage in terms of what the TWG proposed in the TDP, comments on key aspects of these proposals, and suggests the way forward on these. Next, the paper identifies key issues and constraints that have impeded the implementation of the marketing and product development strategies of the TDP that would need to be addressed in any attempt to update the marketing and product development strategy. Next, the paper then sets out a proposed strategic objective and strategy for marketing and product together with an outline action plan and arrangements for possible implementation. It is important to note that the proposals put in this paper are intended to serve as a guide to the stakeholders with the basic thinking necessary to prepare an updated marketing and product development strategy.
2 Summary
2. The marketing component for the Tourism Development Plan for South Asia (TDP) needs to focus creating a conducive environment for developing and promoting tangible and profit- making tourism circuits and related products for the region and all its stakeholders. To ensure strong interest and high probability of success, the marketing of the two thematic multi- country circuits should be based on promoting and packaging the nature and culture-based World Heritage sites located in the sub-circuits in each thematic circuit first. Starting with existing valuable assets with already existing experience with visitors and tourism, should also make it easier to obtain funding for marketing and development. In this way, market demand could also be guaranteed up to certain levels. The proposed sites within the sub- circuits include: 1. A Buddhist Heritage Multi-country Circuit with three sub-products: a) Footsteps of the Lord Buddha: Lumbini the Birthplace of Lord Buddha, Nepal, next to the Indian border http://whc.unesco.org/en/list/666; Mahabodhi Temple Complex at Bodh Gaya http://whc.unesco.org/en/list/1056; and Sanchi in India. b) Archaeological monuments and relics of Buddhism:
Nepal: Lumbini, the Birthplace of Lord Buddha in Nepal; Kathmandú Valley, with Buddhist Stuppas Swayanmbhu & Banddhanath;
Bhutan: villages with “Dzongs” (forts/palace/monasteries founded in the 16th century when Bhutan separated from Tibet) in Bhutan, specially Paro Dzongs which has the largest museum and is the site of the most visited Buddhist masked dance festival;
Bangladesh: Ruins of The Buddhist Vihara at Paharpur India: Mahabodhi Temple Complex at Bodh Gaya; Sanchi. Sri Lanka : Sacred City of Kandy; Golden Temple of Dambulla; Sacred City of Anuradhapura; Polonnaruwa and Sigiriya c) Living traditions of Buddhism: mainly focused in Nepal, Bhutan and Sri Lanka 2. A Nature and Adventure Ecotourism Multi-country Circuit also with three sub-products:
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a) Himalayan Trekking and Adventure: starting from Sagarmatha National Park in Nepal http://whc.unesco.org/en/list/120; Nanda Devi and Valley of Flowers National Parks http://whc.unesco.org/en/list/335; Pobjika Crane Sanctuary in Bhutan (it has been presented to be listed as a WH site); and according to the feasibility in terms of management and security, Manas Wildlife Sanctuary in India and Bhutan http://whc.unesco.org/en/list/338. b) Sacred Rivers: specially focused in the Sundarbans National Park in India http://whc.unesco.org/en/list/337; and The Sundarbans in Bangladesh http://whc.unesco.org/en/list/798. c) Wildlife ecotourism: the previous sites plus Sinharaja Forest Reserve of Sri Lanka http://whc.unesco.org/en/list/405 and Central Highlands of Sri Lanka http://whc.unesco.org/en/list/1203; Kaziranga National Park in India http://whc.unesco.org/en/list/337; Royal Chitwan National Park http://whc.unesco.org/en/list/284.
3. After reviewing the original TDP strategies, programs and projects; and analyzing current tourism situation in the region and in each country, it is concluded that the marketing principles set out in the TDP including the market potential for Buddhism and ecotourism in the sub-region are valid and should be retained. However, the strategy and mechanisms to approach the market needs to be updated. This should be done with the idea of making the sub-regional tourism offering more operational in terms of tangible products to sell, and raising the quality of tourist facilities and services based on standards that match market needs. This will result in an enhanced tourism positioning around unique mythic brands that are the exclusive heritage of South Asia: Buddhism history and life; and Himalayan related nature and culture experiences.
3 Situation Analysis
4. During the last four years and following the Tourism Development Program (TDP) for the SASEC countries, there have been some marketing efforts under the TDP strategy. Notwithstanding this however, there is a consensus between the NTO’s and relevant stakeholders that none of those efforts has had a significant positive impact for the sub- region as a tourist destination. The promotional activities were mostly undertaken as part of a TA or undertaken taken voluntarily but in the absence of a budget and institutional framework to sustain these over the medium to longer term. 5. One joint effort made by the SASEC countries collectively, led by India, was in the production of a limited amount of promotional materials highlighting the shared cultural and natural heritage of the region, in particular the Buddhist heritage. However, there is no record of the amount of units produced and delivered by each country, and there is no monitoring indicator about the effectiveness of these efforts in reaching markets or in increasing visitor’s number to the Buddhist and ecotourism destinations. 6. It is important to note that all the previous decisions taken by the TWG and stakeholders in the 2004 TDP are still valid. The key point now, is to revise the marketing strategy and approach to implement the proposed programs based on a more simple and tangible set of activities, while trying to find ways to implement them actively and to solve constraints.
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3.1 Previous decisions of TWG
7. On marketing themes, the current situation on the TWG agreements made in 2004 is: » The previous theme of “Experiencing and Discovering Spirituality of SASEC Subregion” theme could be misunderstood. Current situation: during the first mission of the RETA with the stakeholders, there was a clear agreement on this. In this context, the promotion of the multi-country Buddhism circuit and its sub-circuits should have two clear and separated targets: (1) pilgrims and (2) visitors motivated by Buddhist heritage and traditions. » NTOs should cooperate to develop complementary products, and focus on the need to offer different experiences to potential tourists. Current situation: as mentioned before, there were some initiatives of cooperative marketing among NTO’s, although these were not successful or sustained. The next step should be to keep this idea, but introducing some mechanisms to focus in just one or two big “umbrella” products, under which other experiences could be offered and developed. The simpler the cooperative product concept is kept, the greater the possibility that the approach will be successful. » There is a need to identify unique and differentiated products (“only in South Asia”). Current situation: while promoting the Great Himalayan Trail and the Buddha Route, no unique selling propositions (USP) were defined for each country to ensure complementary. The two bid “umbrella products” have enough strengths and potential in each country to show their USP’s and be attractive for visitors to complete a regional tour or circuit. » Sub-regional tourism development planning should start with two common programs: (i) Ecotourism based on Natural and Cultural Heritage, and (ii) Buddhist Circuits. Current situation: there is wide consensus on this. The next step is to define what exactly to offer in terms of tourism services, products and experiences in support of these two appealing brands. » SASEC is not appropriate as a “brand”, and “South Asia” (or other appropriate names) will be used instead. Current situation: all agree that this remains valid today. The next step is to define the brands and the slogans to be used in the marketing and promotion programs. » On target markets, TWG agreed that long-haul markets should be kept in mind for the long-run, development of essentially the same infrastructure will be needed for both short haul and long-haul tourism markets, a blend of numbers and yield targets is needed, growing economies are in the short-haul markets, with easier access and better connectivity, and branding is an important aspect of targeting. Current situation: this agreement remains valid today. These issues must be addressed in the projects to be implemented going forward. On the statistical issue about numbers and yield targets, there should be a homogeneous set of indicators that includes neighboring countries’ visitors as tourists. This has been found to be a key concern when planning tourism facilities and offering development in the region, since the intra-regional market is big enough to create wide impacts.
3.2 Comments and Updates on the Broad Strategies of TDP
8. In updating the marketing strategy, the following considerations on the original broad strategies of the TDP set out in Part C of the TDP (page 69-70) need to be considered:
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» Original strategy 3. Joint Marketing will be initiated before introducing measures to ensure product quality. Even though the original reasoning is correct, it is usually very difficult to implement such an approach in one country, let alone five countries as already demonstrated over the past five years. Since the disparity in the quality of tourist services in each country is a serious concern for the tour operators, it will become more difficult to develop complementary multi-country product across the borders in the sub-region. This will be a bigger constraint without unless quality standards and guarantees are in place. This is especially important for the European market whose tour operators demand minimum standards. The alternative is thus to create a third way to accomplish both objectives: joint marketing with certain quality standards. This can be done through the creation of two big routes or circuits as a Product Club involving public-private sector partnerships.
» Original strategy 4. Reposition the Sub-region as a Tourist-Friendly Destination. Although there have been some positive steps in that direction, this accomplishment of this strategy is challenging. International relationships between the participating countries have improved and the level of agreements on many issues is much greater than in the past. Notwithstanding this, there are still some issues to be addressed in order to reach the desired tourism-friendly image. In this regard, a key issue is cross border facilitation between the countries. Bhutan is seeking to improve its connectivity and cross border requisites for visitors while Sri Lanka has resolved internal conflict and eased immigration procedures for tourism. On the other hand, India faces terrorism issues provoking rigidness in migration procedures for visitors and tourists in the region. This is a key constraint since India acts as a “hub” country for the region and the two multi-country circuits and products. The creation of a positive perception at boundaries and entry points between countries along the two multi-country circuits is crucial for connecting tourism products and to show a common image of safety and friendliness. India is a crossroad country for the rest of the area, and acts with a key role for distributing visitors to other areas. This original strategy is still valid for marketing, but it requires an extra effort at the institutional coordination level before looking for a specific friendly positioning.
» Original strategy 5. Facilitate the development of a more Competitive Tourism Industry Quality standards could be implemented at three levels: laws and regulations (compulsory); recognized labels and certifications (voluntary, high levels of exigency and standards, product driven standards, high costs, operations and marketing value); product clubs (voluntary, self define quality standards according market demands, higher standards to be competitive; market driven standards). In line with Strategy 3, and looking to simplify implementation efforts with a double goal (marketing and quality) in a complex environment (different countries regulations, contexts and levels of quality), the strategy should seek a middle way between the laws and the certifications, looking for Product Clubs. In this way, the strategy can be commercially oriented and provides a perception of guaranteed quality products.
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4 Key Issues and Constraints
9. The key weaknesses identified of causing the low success of the TDPs coordinated initiative in marketing include: » Overall brand for the product: even though the products are mythic brands in themselves, no brand has been created to market the product concepts. This has constrained the product and positioning of the sub-region in the international markets. » Private sector leadership and participation: lack of private sector involvement to create a tangible product. » Conceptual offering without tangible products behind: the two main product themes based on multi-country Buddhism and ecotourism circuits have yet to be transformed into real tourism products for sale. There has been a lack of tangible offering of tourism products either in brochures or other promotional means of NTO’s. » Tourism product structure: no commercial support has been given to encourage product creation and no commercial contact details to buy or to ask for if a visitor is interested in the product is currently available. » Unique commercial strategy: there is no defined commercial strategy to promote and sell the products: no basic market targets have been defined (country of origin, age segment, type of travelling, etc.). » Common marketing leadership and discussion forum: Neither clear roles nor responsibilities have been defined among the public and private sector stakeholders for implementing common marketing activities based on the two multi-country circuits. This has resulted in a lack of country counterparts to discuss the strategy and the actions taken, and led to a progressive decrease in motivation and activities undertaken. » Sustainable and repetitive marketing action: the coordination of marketing activities has resulted in fairly frustrating experience for sub-regional governments. Some countries did not accomplish their commitments and some of them did not have enough budgets to afford the promotion activities or to sustain them over time. In all cases, the effort resulted in a one-shot promotion effort. Moreover, there was no control or no centralized responsibility to monitor the accomplishment of the coordinated marketing programs. » Lack of sustainable budget and funding: as the regular operation of the initiative was without any sustained institutional framework, there was no one responsible to look for a sustained source of funding for marketing activities.
10. These and other reasons have resulted in failure of the TDP’s coordinated marketing activity among the SASEC countries. Also, this has created a general sense of skepticism among all stakeholders (active and passive ones) who participated in this program. Nevertheless, it is important to look at this experience as lesson about the mistakes committed, and as an opportunity to introduce some changes in order to improve future performance and keep the spirit of the region and its great tourism products alive and robust.
11. In this regard, although marketing activities at a regional level has not been fully structured, it is noted that the stakeholders maintain their belief in the strength of the Buddhist and ecotourism products to promote, and the high potential for all the related sub-circuits and their destinations. This is especially evident in the case of Lumbini with Buddhism, and the communities touched or involved in the Great Himalayan Trail sub-circuit spanning Nepal, India and Bhutan; or the case in northern Bangladesh to develop Buddhism related products or nature tourism in the Sundarbans. Other similar cases, with different perspectives are in central Sri Lanka with the Buddhist Triangle and their “biggest mammals of the world”
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(elephants and whales); or in the holy rivers of India and the footsteps of Buddha; or finally the trekking trails and the living Buddhism of villages in Bhutan.
5 Strategic Objectives
5.1 Strategy and objectives
12. Considering the current situation analysis, the sub-regional marketing strategy for the countries of the sub-region could be simplified as follows:
Creation of two big multi-country circuits, with mythic brands (Buddhism and Himalaya ecotourism), and making them tangible through “Product Clubs” in public-private partnerships with market driven quality standards to be accomplished by members.
13. The strategic goals are to: » develop regional tourism destinations through two big mythic products, one related to Buddhism and the other one related to ecotourism in the Himalayas. » develop two commercially attractive tourism products through Product Club mechanisms. » position the sub-region’s tourism offering based on two big competitive brands, with clear world unique concepts for markets.
14. Moreover, all the countries’ representatives state as a minimum market target the total of 740,000 additional international visitors caused by the marketing and development of these two circuits.
15. Finally, all countries agree on considering the intraregional and domestic tourists in the tourism data for those two circuits, and once having a better baseline data on that, to define targets for these markets.
5.2 Product Clubs in brief
16. To better understand the approach to the market proposed in the updated strategy, a brief explanation about Product Clubs is presented here.
17. The Product Clubs have two different ways of implementation, depending on the purpose of its creation. One is for product development and the other one is for product marketing. In the South Asia case, the focus will be on the marketing purpose.
5.2.1 Concept
18. The basic concept is to create a tangible way of offering tourism services in a destination, with a clear positioning and image and certain guarantees of quality or authenticity. There is a specific theme or leading idea (Unique Selling Proposition - USP) that gathers the offering of all members. This USP must be developed according to market motivations, likes and preferences regarding the product. The Product Club also should provide greater benefits from being in a marketing joint venture compared to presenting a standalone offering.
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19. Unlike a professional association, the Product Club creation is led by the market and with a clear commercial purpose, while the associations respond to a professional objectives or demands.
5.2.2 Operations
20. A group of stakeholders gather together to create a common and complementary offering for tourism, under a specific theme, concept or idea. This USP could be related to an asset, a mix of destinations, the kind of service/equipment, the quality standard, or the market segment among other options.
21. Once the stakeholders create the Club, they fix the requirements to be a member, the conditions to participate, a specific fee to pay and the quality standards to accomplish. On the other hand, they look for the benefits the Club will provide for the members, such as bigger budgets for promotional activities; a clearly positioned exposure to the market; linkage image to quality standards; promotional support from government; guarantees and cross borders facilitation; big brand umbrellas for their services; among others.
22. They also position a responsible person to coordinate and implement all the marketing plans and activities defined within the Tourism Product Club. This position will be linked and maintained according to goals and objectives achievement, which ensures the regular implementation and the long term feasibility of the member’s investments in the Club (start up time and regular fees).
5.2.3 Members
23. Depending on the concept of the Club, the members could come from different tourism activities (accommodations, restaurants, tour operators, guides, destinations, etc.), or just from one of them. In the case of the South Asia sub-regional tourism marketing, all stakeholders will be suited to be part of one or both of the two products (always accomplishing the final defined requirements to be members).
24. All members will be represented by a Steering Committee and by the operational tourism- marketing manager in charge. Their responsibilities will be to keep all the promotional activities updated and provided with collaterals and materials. They will also have to provide regularly self-audit balanced scorecard reports about their Club’s requirements and accomplishments, in order to keep being members of the club.
25. The Steering Committee and the Club’s management will delegate the responsibility of auditing the members in all countries. Auditors could be the NTO’s, tourism chambers or associations, external companies, etc.
5.2.4 Funding
26. As in all clubs, members have to pay a membership fee, divided between an entrance fee and a regular annual fee. This will fund the Product Club’s promotional activities, the management salaries and the regular operational costs (the same as any professional association). This fund should be increased by cooperative activities with other public and private funds, depending on the kind of promotional activity.
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6 Recommended Program/Project Interventions
27. For the marketing component of the updated South Asia Sub-regional Tourism Development Program, there should be just two programs, one for each multi-country tourism circuit to develop all the steps to create the Tourism Product Club for each. » The Heartland of Buddhism Experiences Marketing Program » Great Himalayan Trail Experiences Marketing Program
28. The basic approach for the overall marketing intervention should ideally be focused on these two product themes.
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Marketing Strategy and Program – APPENDIX 4 Product: Exploring the Heartland of Buddhism
Markets SASEC Positioning slogans Sub products Countries Commercial examples involved Origin Target segment access
Spiritualised by All Buddhist TTOO specialised Buddha’s steps countries Footsteps of the India Pilgrims Specialised TTOO Enlightened in Buddhism The Big 5 markets: Nepal Seniors Web/new sites Lord Buddha USA, Germany, technologies Sacred sites of UK, Japan, China Buddhism
Blessed by Buddha’s praying sites Archaeological The B5 Pilgrims Energized by Buddha’s All countries Neighbouring Aged adults Specialised TTOO monuments and memories countries Seniors relics of Buddhism Holy heritage of Buddhism
Experiencing Buddhism The B5 Specialised TTOO Nepal Young life Living traditions of Neighbouring Direct visitors Bhutan Adults Celebrating Buddhism Buddhism countries Website - self Sri Lanka Seniors people Families service itinerary Feeling Buddhism life
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Product: Great Himalayan Adventures
SASEC Markets Positioning slogans Sub products Countries Commercial Origin Target segment examples involved access Young Energized by Himalayas Nepal Web Himalayan Trekking Adults Adventure to Himalayas India The B5 Specialized tour and Adventure Seniors Feel the Himalayas Bhutan operators Groups Lead by Yetis steps Blessed waters of Himalayas The B5 Web India Blessed by Asian’s mystic Sacred Rivers Neighbouring All targets Tour operators Bangladesh rivers countries Direct visitors Celebrated waters of Himalayas Nature experiences of Himalayas Himalayan and Web Naturalized by Himalayas Adults regional wildlife All countries The B5 Specialized tour Experience the Asian Seniors and ecotourism operators mythic five Celebrated nature of Himalayas
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Marketing Strategy and Program – APPENDIX 4
29. The whole proposition is aligned with the original TDP strategies and programs. The difference is based on a simpler strategy, which means a change in the way of implementing the marketing related programs and projects. The following Table shows the original approach in the TDP aligned with the new suggested approach:
Original TDP project Coordination and linkage with new approach Program 1. Coordinated Marketing Project 1.1. Joint Marketing » Both Main Tourism Products (MTP) and programs to Brand and Promote » Tourism Product Clubs mechanisms Ecotourism and Buddhist » Positioning components to be defined for each club: what destination is, what it has, Circuits and what the visitor can experience there. Project 1.2. Regional » Definition of a yearly promotional tourism plan for each Main Tourism Product, which Marketing with SATTE could include SATTE and other fairs or promotional opportunities. » Strategic coordination with immigration departments Project 1.3. Harmonizing Arrival Statistics » Creation of an implementation unit to manage and lobby for it » Definition of clear monitoring indicators for each MTP » Sub-product creation of the Living Traditions of Buddhism, in order to offer tourism Project 1.4. Events services to visit and experience religion expressions (the souls and spirits cultural Calendar expression) and popular markets (the material cultural expression of people’s bodies). Program 2. Enhancing Product Quality » Self definition of standards and requisites to be a member of the Tourism Product Project 2.1. Product Clubs for each MTP Standards and Industry Codes of Conduct in » Clubs provides commercial and market driven standards, which all tour operators will Ecotourism and Buddhist try to accomplish, even if they do not have clear classifications in their own countries Circuits » A quality service recognition and awards system should be implemented to encourage adoption Program 3. Facilitating Travel Project 3.1. Eastern » Definition of a yearly promotional tourism plan for each Main Tourism Product, which Himalayan Caravan (as a could include this caravan as well as other ones for promotional purposes promotional event or set of events) Program 5. Developing Ecotourism based on Nature and Culture » Both Main Tourism Products (MTP) and programs » Tourism Product Clubs mechanisms Projects 5.1. to 5.5. » Positioning components to be define for each club: what destination is, what is has, Developing Ecotourism what the visitor can experience there Based nature and Culture » Self definition of standards and requisites to be a member of the Tourism Product Circuits Clubs for each MTP » Clubs provides commercial and market driven standards, which all tour operators will try to accomplish, even if they do not have clear classifications in their own countries Program 6. Developing Buddhism Circuits » The Great Buddhism Routes Tourism Product » Tourism Product Clubs mechanisms » Sub-product creation for this MTP: footsteps of the Lord Buddha, Archaeological monuments and relics of Buddhism; Living traditions of Buddhism Projects 6.1. to 6.3. Developing Buddhist » Positioning components to be define for each club: what destination is, what is has, Circuits what the visitor can experience there » Self definition of standards and requisites to be a member of the Tourism Product Clubs for each MTP » Clubs provides commercial and market driven standards, which all tour operators will try to accomplish, even if they do not have clear classifications in their own countries
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30. Each marketing program and product will comprise the following projects, tasks and targeted outputs.
Project Expected outputs Required activities » National governments to decide on coordination model including organization structure and funding. » Formal commitment among involved countries’ stakeholders » Definition of roles, responsibilities, profiles, staff requirements, functions, funding and mandatory issues » Updating of the India’s previous agreement to the role of implementing coordinator country. » Implementation of the funding system: There are three functions to be solved with tourism management units: coordination; o 2 million USD as seed funding implementation and monitoring for a common fund o » Coordination: a formal unit/tourism desk Each country providing a fixed (with broad scope, not only marketing) amount for common fund should be created within the Subregional o Each country allocating a fixed Coordination Office, possibly at the amount of their budget for PM1. Creation of existing secretariat infrastructure of Circuits marketing management SAARC; permanent staff o Creation of PPP funding units » Marketing implementation unit: India systems (Club memberships, should be the coordinating country for sponsorship, cooperative marketing activities in the region. promotion with airlines, etc.) » Marketing Performance Monitoring: a » Funding model commitment and sub-regional marketing task force (SMTF) implementation in place immediately to ensure should be formed to plan and supervise sustainability of management units and the implementation of a sub-regional implementation of program. marketing program. » Contracting the general manager to create the team; and the office venues to work » Definition of SMTF meetings protocols: attendants should be decision makers in order to ensure that it will be effectively able to undertake its function. Smaller groups with focused agendas for decision makers, for pilot projects. » Focal persons from each country’s national government tourism organizations should be nominated to keep follows ups on marketing activities. » Start with a pilot product/circuit club in each big circuit: Buddhism Circuit and Great Himalayan Circuit. » For each Tourism Product, a fully » Definition of clubs: concept, characteristic, developed corps of: goals and objectives; goals, objectives, mission, commercial type of management, type and levels of rationale, and business plan. memberships; kind of roles and levels of » Definition of mandatory and standard responsibilities; agreements on entering PM2. Product requisites for members, starting first by each requisites (compulsory and voluntary Club Design country and then together come up with ones); standards to accomplish; common regional standards. monitoring and auditing systems; basic type of benefits for members; agreements » Benchmarking of Product Clubs and and MoU with other supporting experience and knowledge-sharing in best institutions. practices in PPP under that commercial framework; in order to define the role model for members » Steering committee definition
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Project Expected outputs Required activities » Definition of basic benefits for members » Definition of membership fees and collecting methods » Definition of budget implementation systems » Memberships recruitment campaign » Agreements, MoU and contracts » Briefing development for communication company - concept development for Buddhism Circuit and South Asia Nature Circuit » One brand and slogan for each main tourism product (Great Himalayan » Contracting company to create the branding PM3. Brand Experiences and Great Buddhist Routes) » Design of MTP brands and slogans Design » All declinations of the brand and slogan » Development of user’s manual for brands and for each product. slogans » Distribution of user’s manuals among MTP members » Unique and standalone web with the two main products offering in it » Creation of the commercial web site for the main tourism products PM4. Commercial » Standalone link and brief explanation web development about each main product in every » Lobbying with each NTO and stakeholder’s country’s official promotional tourism web association to reach inclusion of product (India, Bangladesh, Sri Lanka, Bhutan brands and links in their websites and Nepal) » Design of a standard yearly promotional plan, including web promotion, cooperative marketing with National Tourism » Definition of the first set of promotional Organizations (inserting Circuit Offering in PM5. Yearly activities for the first two years presentations, workshops, tourism fairs, Promotional Plan publicity, etc. of each country) implementation » Implementation of the 100% of the promotional activities per year » Definition of the implementation monitoring system, specially for the SMTF » Implementation of actions and tasks
31. According to NTO’s representatives at the Kathmandu Workshop August 2010, the most appropriate priority for the five marketing projects are in the following order: » PM 1. Creation of Management Units » PM 3. Brand Design » PM 5. Yearly promotional plan implementation » PM 2. Product Club Design » PM 4. Commercial web site
7 Implementation Arrangements
7.1 Timing and phasing
32. The first phase for implementing the marketing component has been modified according to the Kathmandu Workshop August 2010, and re-structured in order of priority as follows:
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2010 2011 Projects 3rd 4rd 1st trimester 2nd 3rd 4th trimester trimester trimester 2011 trimester trimester 2011 2010 2010 2011 2011 PM1. Creation of a coordinating/implementation Creation unit
PM3. Brand Design Design
PM5. Yearly Promotional Design 2011 Implementation 2011 Plan implementation Plan
Membership PM2. Product Club Design Design Agreements Implementation collection
PM4. Commercial web Development and linking development
33. The implementation of the marketing projects should start as soon as the updated strategy has been approved. Although the first step will be to settle the Implementation Unit that will be responsible to coordinate and lead the rest of the implementation activities over the longer term, in order mot to delay implementation, it is proposed that initially, a marketing group to be called the Subregionl Marketing Task Force (SMTF) comprising the marketing heads of the country NTOs be formed led by India to design with the support of the consultants the marketing program including supervision of: the creation of a long-term marketing implementation unit following the guidelines of the Kathamndu Workshop;
establishment of the proposed private sector circuit product clubs; the brand design and preparation of the promotion plan and campaign; development of a trade, media and consumer marketing portal; design of a monitoring and evaluation system; and implementation of the promotion campaign.
34. The first phase of implementation should start with this RETA project, in the third trimester of 2010, and last until the end of 2011. After that, it is assumed that the Implementation Unit will continue working and promoting the two multi-country circuits normally, in a consolidated cooperative framework for South Asia sub-region.
7.1.1 Public Sector Role
35. National governments will need to decide on the following: » the coordination, implementation and monitoring models including organization structure and funding, and provision of a physical place for the marketing implmentation unit following the guidelibes set out in the Kathmandu Workshop; » providing a formal commitment among involved countries’ stakeholders; » defining roles, responsibilities, profiles, staff requirements, functions, funding and mandatory issues; » confirming India’s previous agreement to lead the implementation of the marketing program;
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» setting up as soon as possible, an implementation funding system based upon raising a target budget of US$ 2 million as seed funding for a common fund to finance the subregional marketing program over 5-years based on: o each country providing a fixed amount to the common fund, o each country should also consider allocating a fixed amount of their national marketing budget for Circuits marketing, and o creating a PPP-based funding system that involves the funding from he proposed product club memberships, sponsorship sources, and cooperative promotion with airlines, hotels, touri operators and financial institutions; » contracting the marketing team of the implementation unit and establishing an office for them to work in; » defining SMTF meetings protocols: attendance should be marketing heads of the NTOs to ensure that it will be able to effectively undertake its function. Smaller groups with focused agendas for decision makers, for pilot projects should be established at the circuit level where required; » focal persons from each country’s national government tourism organizations should be nominated to coordinate and follow up on subregional and national marketing activities.
36. The corresponding public organizations will have to coordinate, supervise and incentivize communities’ issues when defining the circuit products club operation and benefits, as well as any cultural or natural heritage tourism usage involved in the marketing the two multi-country tourism circuits.
7.1.2 Private Sector Role
37. Private sector participation was seen as a key component in the success of implementing the updated strategy and road map to 2015 especially in the marketing area where it is able to bring its strong commercial thinking and creative and innovative marketing approach. In this context, it is envisaged that the private sector will participate through the formation and operation of circuit product clubs including:
» private sector tourism associations taking the lead in terms of product arrangements and structuring; » participating actively when defining the standards and requirements to participate as a member; » lobbying to obtain the most benefits that they can for the start up of the circuit product clubs, as the key factor to attracting other tourism companies and making the, successful; » pay a fee for Club membership, and make efforts to provide benefits to all the other members of the own club; » commit their professional services to accomplish the standards required to be part of the Club, as well as receiving the benefits to be provided according to the MoU and agreements within each Club; and » facilitate inspection and monitoring activities to assure the Club’s guarantees of quality.
7.2 Resourcing framework
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38. The establishment of an effective resourcing framework for marketing the subregion’s two major multi-country thematic circuits needs to consider the following sources: » seed funds for the proposed activities should come from a small amount provided in the RETA; » other funding should come from both the the NTO’s and private sector sources in order to provide the financial support for the management unit. » other non-monetary resources will have to be provided by NTO’s and private sector groups and associations: availability of promotional spaces to insert Main Tourism Products offering, especially in the following marketing activities:
desks in every stand of tourism fairs (wherever there is a big stand), specific chapter in familiarization and press trips, publishing activities and inserts, web news and newsletters deliveries, and links in the official tourism web of each country.
39. All governments and industry associations involved should provide support when lobbying to get more and better benefits for the Product Clubs, as well as when looking for other funding sources (national budgets, development agencies and NGO’s, cooperation institutions, donors, etc.).
7.3 Monitoring and evaluation framework
The development of an effective yet simple monitoring and evaluation system is an essential element in the successful implementation of subregional marketing programs. Key principles in building the M&E system are: » every project will have at least two simple performance indicators to be evaluated in terms of success and evolution; » the monitoring system should be coordinated by the marketing implementation unit in collaboration with te country NTOs; and » all industry associations should help to facilitate monitoring and evaluation procedures whenever is required. 40. The monitoring and evaluation system needs to be developed on an incremental basis commencing with the system needed to monitor performance of the initial promotion campaign proposed for 2011, and then adjusted and expanded as the marketing program increases in scope and sophistication. Given the likely shape of the initial promotion campaign focusing on iconic sites in the two thematic circuits, the main indicators that should be measured will be: » visitor volume increases off baseline levels at key UNESCO sites included in the campaign; » the number of multi-country tour packages created by subregional tour operators as a result of the campaign; » the number of multi-country tour packages sold by subregional tour operators as a result of the campaign; » the number of circuit product clubs established and functional;
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» firm progress in the establishment of the marketing implementation unit; and » the extent of commitment of resources by the stakeholders.
41. Where appropriate such as in the case of visitor volumes to sites and tour product development and sales, baselines will need to be established and a method of data collection arranged. Also, survey data will need to be collected on a sample basis at selected sites to determine market profile in relation to targets as well as length of stay, expenditure and activity profile and socio-economic impacts.
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APPENDIX 5
Safeguarding Heritage Sites
TA 6504-REG: Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Sub region
Carabela La Niña, 12 08017 BARCELONA, SPAIN Tel. (+34) 93 206 43 43 Fax. (+34) 93 280 35 16
María de Molina, 54 28006 MADRID, SPAIN Tel. (+34) 91 564 72 09 Fax. (+34) 91 409 44 87
tl d i Barcelona • Madrid • Lisboa • Milano • Sao Paolo • Dubai
Safeguarding Heritage Sites – APPENDIX 5
Table of Contents
1 Background and Situational Analysis ...... - 4 - 1.1 Background ...... - 4 - 1.1.1 2004 SASEC Tourism Development Plan ...... - 4 - Program 6: Developing Buddhist Circuits ...... - 4 - Sub-program 6.1 Footsteps of the Lord Buddha ...... - 5 - Sub-program 6.2 Living Buddhism in the Himalayas ...... - 5 - Sub-program 6.3 Buddhist Art and Archaeology ...... - 5 - 1.1.2 2007 Improving Connectivity and Destination Management of Culture and Nature Resources ...... in the South Asia Sub region TA 42470 ...... - 5 - 1.1.3 2008 SASEC Tourism Development Project TA 6362-REG ...... - 6 - 1.2 The State of Conservation of the Region’s Heritage ...... - 6 - 1.2.1 War and peace ...... - 6 - 1.2.2 Condition of culture heritage properties ...... - 6 - 1.2.3 Carrying capacity constraints ...... - 7 - 1.2.4 Visitor interpretation ...... - 7 - 1.2.5 Site management capacities ...... - 7 - 1.3 Regional Cooperation: prospects and constraints ...... - 8 - 1.3.1 Rationale ...... - 8 - 1.3.2 Multi-country vs. national priorities ...... - 8 - 1.3.3 World Heritage Listing ...... - 8 - 2 Goals and Objectives ...... - 8 - 2.1 Buddhist Heritage multi-country circuit ...... - 8 - 2.2 Sub-circuits ...... - 9 - 2.2.1 Footsteps of the Lord Buddha sub-circuit ...... - 9 - 2.2.2 Nepal Ecotourism Road sub-circuit ...... - 9 - 2.2.3 North East Himalaya sub-circuit ...... - 9 - 2.2.4 Bangladesh India Heritage Highway sub-circuit ...... - 9 - 2.2.5 Bhutan-India sub-circuit ...... - 9 - 2.2.6 Brahmaputra River Cruise sub-circuit ...... - 9 - 2.2.7 Great Himalayan Trail sub-circuit ...... - 10 - 2.2.8 Sri Lanka’s Cultural Triangle sub-circuit ...... - 10 - 2.2.9 Sri Lanka’s Southern Ecotourism Triangle sub-circuit ...... - 10 - 2.3 National concerns ...... - 10 - 2.3.1 Bangladesh ...... - 10 - 2.3.2 Bhutan ...... - 10 - 2.3.3 India ...... - 10 - 2.3.4 Nepal ...... - 11 - 2.3.5 Sri Lanka ...... - 11 - 2.4 Common concerns ...... - 11 - 2.4.1 Buddhist pedagogy ...... - 11 - 2.4.2 World Heritage international standards ...... - 11 - 2.4.3 ICOMOS International Cultural Tourism Charter ...... - 12 - 3 Strategies for Achieving Objectives ...... - 13 - 3.1 Expansion of carrying capacity ...... - 13 - 3.2 Improved site interpretation facilities ...... - 13 - 3.3 Involvement of local community in site interpretation ...... - 13 - 3.4 Engagement of visitors in life of the sites ...... - 13 - 3.5 Capacity building for better site management ...... - 14 - 3.6 World Heritage site inscription ...... - 14 - 4 Action Plan by sub-project ...... - 14 - 4.1 Bangladesh ...... - 14 - 4.1.1 Package 1: Creating the Bangladesh portion of an India-Bangladesh Heritage Highway ...... - 14 -
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4.2 Bhutan ...... - 15 - 4.2.1 Package 1: Domestic airports at Bumthang and Trashingang and creating partnerships for managing tourism destinations ...... - 15 - 4.3 India - 16 - 4.3.1 Package 1: Bagdogra air hub, feeder airports and ecotourism in the India Himalaya ...... - 16 - 4.4 Nepal ...... - 16 - 4.5 Sri Lanka ...... - 16 - 4.5.1 Package 1: Improving Kandy as a tourist destination ...... - 16 - 5 Implementation Arrangements ...... - 17 - 5.1 Bangladesh ...... - 17 - 5.2 Bhutan ...... - 17 - 5.3 India - 17 - 5.4 Nepal ...... - 18 - 5.5 Sri Lanka ...... - 18 - 5.6 UNESCO ...... - 18 - 6 Capacity Building ...... - 18 - 7 Complementary Activities ...... - 19 - 7.1 World Heritage Nominations ...... - 19 - 7.1.1 Bangladesh ...... - 19 - 7.1.2 Bhutan ...... - 19 - 7.1.3 India ...... - 19 - 7.1.4 Nepal ...... - 20 - 7.1.5 Sri Lanka ...... - 20 - 7.2 Periodic Monitoring of Inscribed World Heritage Properties ...... - 20 - 8 Follow-on Activities ...... - 20 - 8.1 India: Sanchi extension...... - 20 - 8.2 Sri Lanka: Northeast sub-circuit ...... - 21 -
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1 Background and Situational Analysis
1.1 Background
1.1.1 2004 SASEC Tourism Development Plan 1. In 2004 the SASEC Tourism Working Group (TWG) adopted a tourism development plan based on the promotion of the cultural and natural heritage assets of the sub-region, in particular the Buddhist heritage, sites of which are to be found in all SASEC countries. Implementation was initially left up to the initiative of the TWG member countries. Insofar as they implemented the recommendations of the 2004 SASEC plan, this was done as part of their national tourism development strategies. One joint effort made by the SASEC countries collectively, led by India, was in the production of a limited amount of promotional materials highlighting the shared cultural and natural heritage of the region, in particular the Buddhist heritage.
2. Other agency members of the SASEC TWG group, notably UNESCO, assisted in the complementary implementation of the recommendations of the SASEC plan with regard to the protection of sub-region’s cultural heritage assets. The UNESCO assisted actions included:
» Preparation of World Heritage nomination dossiers, in accordance with the Tentative Lists of SASEC member governments.1
» Development of a cultural heritage specialist guide training and certification programmed at World Heritage sites, with a priority given to sites of religious heritage in the SASEC and GMS sub-regions.2
» Training of Buddhist monks in the conservation management of their monasteries.3
Program 6: Developing Buddhist Circuits
3. With specific regard to the progress made in advancing the objectives and activities foreseen in the 2004 Plan under Program 6: Developing Buddhist Circuits, in none of the three sub- themes has there been substantive action to date, except for the limited development of promotional materials, as noted above. In the instances of Nepal and Sri Lanka, this lack of action can be ascribed to the politically unstable situation that has given priority to other sectors and has contributed to a lack of clarity in leadership in the responsible government departments.
1 For a full description of this process please refer to the website of the UNESCO World Heritage Center http://whc.unesco.org/en/nominations 2 For a description of this programmed and to download training materials please refer to http://www.unescobkk.org/en/culture/our-projects/empowerment-of-the-culture- profession/asian-academy-for-heritage-management/network-activities/certifying-in-field- practitioners/cultural-heritage-specialist-guide-programme/ 3 For a full archive of project activities please refer too http://www.unescobkk.org/culture/our-projects/grass-roots-management-of-cultural- resources/cultural-survival-and-revival-in-the-buddhist-sangha/
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Sub-program 6.1 Footsteps of the Lord Buddha
4. There has been some activity in sub-programmed 6.1 Footsteps of the Lord Buddha, with the formal adoption by India tourism authority of the UNESCO-initiated Culture Heritage Specialist Guides Training Programmed, as the standard for guide training at World Heritage sites. However, this training programmed has been piloted at Ajanta and Ellora, and has not yet been extended to the sites within the SASEC TWG target area.
Sub-program 6.2 Living Buddhism in the Himalayas
5. With regard to sub-programmed 6.2 Living Buddhism in the Himalayas, a programmed of tourism management training has been given to Buddhist monks in the monasteries of Sikkim, India, under the UNESCO multi-year, multi-country project, “Cultural Survival and Revival in the Buddhist Sangha.” This training has been done in cooperation with the Namgyal Institute of Tibetology, based in Gantok. Similar training has been conducted for the monks of the Tawang Monastery in Arunachal Pradesh.
Sub-program 6.3 Buddhist Art and Archaeology
6. With regard to sub-programmed 6.3 Buddhist Art and Archaeology, the above-mentioned UNESCO project has undertaken activities to revive dying Buddhist monastic arts and crafts in northeast India (Rumtek in Sikkim and Tawang in Arunachal Pradesh), Nepal (Lalitpur and Lomanthang), and Sri Lanka (Kandy and environs.)
1.1.2 2007 Improving Connectivity and Destination Management of Culture and Nature Resources in the South Asia Sub region TA 42470
7. As it was evident that the 2004 strategy would not yield the hoped-for results without further guidance and outside financing, ADB supported the further elaboration of the plan, with technical assistance. At the same time, ADB negotiated loan agreements with the SASEC member governments for the financing of the infrastructure components of the plan.
8. In 2007, a technical assistance grant from the ADB enabled the elaboration of a document “TA 42470 Improving Connectivity and Destination Management of the Culture and Nature Resources in the South Asia Sub region.”
9. This consultant was contracted by the ADB to review the draft of this document, on behalf of UNESCO. This consultant recommended substantial changes to the project emphasis, structure and staging.4 The major recommendations, with regard to the safeguarding of cultural heritage assets, were the following:
» All infrastructure sub-projects funded under the project should be preceded by an environmental impact assessment with specific emphasis on the archaeological and architectural significance of the affected heritage properties. » Sub-projects the goal of which was to increase the number of visitors to heritage destinations should be preceded by project activities to development and improve the destinations affected and to improve the on-site management capacity.
4 The full text of this consultant’s report is available upon request.
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» A priority should be given to the development of visitor communication materials and media, so that the essential cultural, spiritual, aesthetic and ecological messages of Buddhism were accurately and effectively communicated to visitors. » Members of the local communities should be trained to take up new employment opportunities that would result in increased tourism at their sites. This would include the facilitation of both lay and religious members of affected monastic communities to act as local “hosts”, according to rules and procedures that they themselves would develop as most appropriate for the safeguarding of Buddhist principles and practices. » In recognition that many of the project’s target destinations are either already-inscribed World Heritage sites, or figure on the SASEC member governments’ Tentative Lists of sites to be nominated for World Heritage inscription, the development of tourism infrastructure at heritage sites should follow strictly the international guidelines set out by UNESCO and its Advisory Bodies for the safeguarding of World Heritage properties.
1.1.3 2008 SASEC Tourism Development Project TA 6362-REG
10. Subsequently, in 2008, the SASEC Tourism Development Plan was further elaborated into TA 6362-REG SASEC Tourism Development Project with ADB technical assistance. The project conscientiously and systematically incorporated all of the recommendations itemized above.
1.2 The State of Conservation of the Region’s Heritage
1.2.1 War and peace 11. In 2004, when the SASEC TWG first elaborated the plan, the security situation of the sub- region was uncertain. This limited the development of multi-country circuits. Since that time, the security situation has improved markedly, especially with regard to Nepal and Sri Lanka. This provides an opportunity for the realization of some of the cross-border objectives of the plan. It also provides, insofar as cultural heritage assets are concerned, for the possibilities of extending safeguarding activities to hitherto inaccessible sites, particularly in the northeast part of Sri Lanka. With these sites under protection and the security of visitors ensured, it would now be possible to open up these sites for tourism, thus contributing to addressing the pressing needs for peace-time employment in and around these sites, and to alleviating the severe conditions of poverty in the area. The example of Angkor, where tourism provided the engine for addressing the extreme poverty of war-torn Cambodia provides an analogy that should not be overlooked in the future elaboration of the TWG’s strategy, of which poverty alleviation is a key objective.
1.2.2 Condition of culture heritage properties 12. In all of the studies and projects documents produced to date, with regard to the SASEC TWG strategy, the poor and deteriorating condition of all affected archaeological sites and monastic buildings has been noted. This negative assessment of the condition of Buddhist sites has been confirmed by UNESCO state of conservation reports concerning the various properties produced in 2003 as part of the World Heritage Committee’s Periodic Monitoring Exercise.5 The World Heritage Committee’s Periodic Monitoring Exercise is currently being repeated for a second time and preliminary findings show no sign of improvement in the state of conservation of most of the affected properties. Rather a further degradation in the state
5 UNESCO, World Heritage Center, World Heritage Series No. 12 The State of World Heritage in the Asia-Pacific Region 2003, UNESCO Press, Paris, 2004.
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of most properties has been noted, and this has been ascribed to increased levels of tourism at the site, without concomitant increases in site maintenance or management.
1.2.3 Carrying capacity constraints 13. Given the poor and deteriorating state of most Buddhist archaeological and monastic sites in the SASEC region, any strategy that will increase the pressure on these vulnerable sites will only succeed in further degradation of the site as a visitor destination. Before any strategy of increasing tourism numbers at these sites can be implemented with sustainable results, there is the urgent need to: i. monitor visitor impact at all sites, ii. analyze the current carrying capacity of each site, given the state of conservation and management capacity at each site iii. devise ways and means to increase the sites’ carrying capacities.
1.2.4 Visitor interpretation 14. Surveys of visitor satisfaction carried out by UNESCO at World Heritage sites consistently report that visitors feel they do not receive adequate information on the significance of the site, or on the diversity of artifacts to be seen and experiences to be had at the site. The result is a feeling of disappointment, evidenced by the relatively short period of time most visitors stay at World Heritage sites, which ranges between an estimated average of 1-2 hours (for Borobudur in Indonesia) to 2-3 days (for Angkor in Cambodia), two of Asia’s most popular Buddhist heritage tourism destinations.
15. Being by their very nature fragmented and in ruins, archaeological sites, in particular, are difficult for the non-expert visitor to interpret; while living religious sites can be mystifying for someone who is not familiar with the practices of that religion.
16. For the SASEC TWG strategy to succeed, attention will need to be paid to the authentic interpretation of the targeted cultural sites, through the use of a variety of interpretive techniques includes printed material, signage, special guides, and audio-visual materials. With regard to the latter, the possibility of downloading interpretive material on hand-held digital devices, such as mobile phones, offers new, and widely accessible, opportunities to greatly improve site interpretation. These need to be developed through sub-project activities.
1.2.5 Site management capacities
17. One limitation in implementing improvements in the condition management of cultural heritage sites, and in their accurate presentation to visitors, lies in the small number and relatively low level of expertise of most on-site managers. This was noted in the above-cited UNESCO 2004 study and has been a major focus of UNESCO capacity-building activities since then. However, only slow progress has been made in the South Asian sub region because of the fact that site managers typically come from the lower middle ranks of the civil service, with limited opportunity, interest or motivation to advance. A solution to this need for more and more expert site management is potentially to be sourced from the private or semi- private sector. This has been done, with some success, by Sri Lanka with the establishment of the autonomous Central Cultural Fund. Other members of the TWG should study this example in order to improve cultural heritage site management, and therefore the capacity of a site to accommodate an increase in the number of visitors.
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1.3 Regional Cooperation: prospects and constraints
1.3.1 Rationale 18. The rationale for cooperation among SASEC member governments in the implementation of the TWG strategy has been well articulated in all documents to date. The shared resource of Buddhist heritage is well known; and cultural tourists have been shown to prefer to move between destinations of a similar theme. The successful development of the culture heritage cites route in the GMS over the past decade has provided an example of how successful such a strategy can be, with several regional airlines now specializing in bringing culture tourists between heritage destinations in Cambodia, Lao PDR, Thailand, Viet Nam and China’s Yunnan Province.
1.3.2 Multi-country vs. national priorities 19. One constraint on the promotion of multi-country circuits, from the point of view, of culture heritage officials, is the fact that their responsibilities are defined strictly in terms of national priorities. Indeed, cultural heritage sites are often seen and used as icons of national identity, and quite distinct from any shared regional heritage. The recent and on-going conflict between Cambodia and Thailand over the border site of Preah Vihar (Khao Phra Vihan) that has resulted in the site being closed to tourism is a case in point. Heritage officials are under often-intense pressure to develop and present heritage sites as national symbols, in contrast to a shared regional resource.
1.3.3 World Heritage Listing 20. A unifying, common feature which many cultural heritage destinations in the SASEC sub region share is the fact that they are inscribed on UNESCO’s World Heritage List, or are in the pipeline to be so inscribed by featuring on their government’s so-called Tentative List of World Heritage future nominations. Culture tourists are reported to use World Heritage listing as an important criterion when deciding on which sites to visit. This factor can be used as a means to promote a common linking strategy for both site promotion and management, within the SASEC TWG strategy. Although none of the sub-projects slated for funding under TA 6362-REG involve direct assistance for the development of World Heritage nominations, this complementary activity by SASEC member governments, assistance by UNESCO, should be systematically encouraged throughout the implementation of the ADB-assisted project.
2 Goals and Objectives
2.1 Buddhist Heritage multi-country circuit
21. From the heritage management point of view, the goals and objectives of the multi-country circuit, as well as of the national packages of sub-projects are straightforward:
to present the Buddhist cultural heritage to visitors in a way that the significance (meaning) of that heritage is well-understood and appreciated;
to ensure that tourism pressures do not impact negatively on either the physical conservation of the heritage sites or the accurate interpretation of the sites; and
Heritage management authorities often articulate a third objective, i.e. to finance improved conservation of heritage sites by augmenting their limited budgets from the profits generated by tourism, but there is no consistently articulated strategy for achieving this objective in practice, because of national financial regulations which do not facilitate such a fiscal recovery mechanism and may even forbid it.
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2.2 Sub-circuits
22. The goals and objectives of the sub-circuits, from the heritage management perspective, may be summarized as follows:
2.2.1 Footsteps of the Lord Buddha sub-circuit i. to improve the state of conservation of the Maha Devi temple, and the realization of the uncompleted Kenzo Tange master plan ii. to provide adequate and accurate interpretation (including religious study opportunities) for visitors and especially pilgrims, so they can understand and appreciate the significance of the excavated archaeological sites iii. to realize the inscription of Tilaurakot on the World Heritage lists.
2.2.2 Nepal Ecotourism Road sub-circuit i. to preserve the traditional character of the physical features of the hill town of Tansen, which is located on this route ii. to ensure that members of the local community are in the position of primary responsibility for controlling access to and interpretation of the cultural resources of the historic sites along the route iii. to achieve the inscription of Tansen on the World Heritage list.
2.2.3 North East Himalaya sub-circuit i. to ensure that the monastic life of the affected monasteries is not disrupted ii. to achieve the inscription of Rumtek Monastery on the World Heritage list.
2.2.4 Bangladesh India Heritage Highway sub-circuit i. to improve the level of protection of the archaeological sites along this route through increased visitor and management presence on site ii. to improve state of conservation of the archaeological sites along this route iii. to achieve the inscription of Halud, Jaggadala, Mahasthangarh, and Kantajee on the World Heritage list.
2.2.5 Bhutan-India sub-circuit i. to ensure that monastic life is not disrupted by tourism ii. to ensure that the considerable heritage conservation and management successes which have been achieved by Bhutan to date are not undermined by project activities designed to increase access to and the number of visitors at Buddhist monasteries iii. to achieve the inscription of the Monastic Fortresses of Bhutan on the World Heritage list.
2.2.6 Brahmaputra River Cruise sub-circuit i. to attract the eco-cultural tourist to this circuit by showcasing the local intangible heritage
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2.2.7 Great Himalayan Trail sub-circuit i. to ensure that monastic life is not disrupted by tourism ii. to provide visitors with accurate traditional cultural interpretations for the ecological significance and management practices of the Himalayas iii. to achieve the inscription of Tawang Monastery on the World Heritage list.
2.2.8 Sri Lanka’s Cultural Triangle sub-circuit i. to improve the conservation and landscape management of the sacred Kandy Lake ii. to provide better, safer management of the annual Perehara Festival in Kandy iii. to provide improved and more comprehensive interpretation facilities for the World Heritage sites in the Cultural Triangle iv. to upgrade handicraft and intangible cultural products available in the Cultural Triangle v. to achieve the inscription of Seruwila Mangala Raja Maha Vihara and the Ancient Pilgrim Route along the Mahaweli River on the World Heritage list. Both of these sites are associated with the worship of the Sacred Tooth Relic. Their inscriptions on the World Heritage list would encourage a more comprehensive (and therefore longer) visitor experience of Kandy.
2.2.9 Sri Lanka’s Southern Ecotourism Triangle sub-circuit i. to develop the sites associated with the Ramayana Epic in a coherent way into an intangible heritage tourism route ii. to extend heritage protection to the underwater archaeological heritage of submerged wrecks in the Galle Harbour, as part of the Galle Fort World Heritage site. iii. to achieve the inscription of Adam’s Peak on the World Heritage list, as a cultural landscape.
2.3 National concerns
2.3.1 Bangladesh 23. The major concern of Bangladesh with the implementation of the SASEC TWG strategy from the point of view of heritage management is the extremely low staffing level and limited management expertise available in the responsible department, the Department of Archaeology.
2.3.2 Bhutan 24. The major concern of Bhutan with the implementation of the SASEC TWG strategy from the point of view of heritage management is the concern that increased visitor flows may become unmanageable and undermine the high-level of conservation of both the tangible and intangible heritage of Bhutan. There is also a concern that increased tourism may disrupt the religious life and practices of the affected monastic communities.
2.3.3 India 25. The major concern of India with the implementation of the SASEC TWG strategy from the point of view of heritage management is to provide well-regulated flows of especially domestic tourists at culturally fragile and socially volatile sites living Buddhist heritage.
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2.3.4 Nepal 26. The major concern of Nepal with the implementation of the SASEC TWG strategy from the point of view of heritage management is how to ensure the protection of the very small and very fragile archaeological site of the Maha Bodhi temple, from the already overwhelming visitor load.
2.3.5 Sri Lanka 27. The major concern of Sri Lanka with the implementation of the SASEC TWG strategy from the point of view of heritage management is how to realize the “peace dividend” which has recently available by extending the proven heritage conservation and management practices (“lesson learned”) of the Cultural Triangle into the northeast part of the country.
2.4 Common concerns
2.4.1 Buddhist pedagogy 28. A common thread which runs through the concerns of all those responsible for the management of Buddhist heritage sites in the SASEC sub region -- whether it be in the conservation of archaeological sites, or in site of living Buddhist heritage -- is the responsibility to be accurate in the message delivered to visitors concerning Buddhist history, philosophy, art and religious practice. Because Buddhist is pedagogy -- a system of learning – any accurate interpretation of Buddhist heritage must involve a degree of learning about Buddhism as a knowledge system. This aspect of the interpretation of sites needs to be further developed at all Buddhist heritage sites affected by the TWG strategy. This can be done, inter alia, through the use of well-trained guides and other site presentation/interpretation strategies.
2.4.2 World Heritage international standards 29. One aspect of site management that is agreed by all those responsible for the management of sites of Buddhist heritage targeted for tourism development, is the need to adhere strictly to UNESCO guidelines for the conservation of such sites as articulated in the 1972 World Heritage Convention6, its Operational Guidelines7 and the series of management manuals8 produced by the UNESCO World Heritage Center. These manuals, in particular, the manual for managing tourism at World Heritage sites should be used as the basic training resource in developing the management capacity of site managers.9
30. It should be noted here that not only are many of the sites targeted in the SASEC TWG strategy already inscribed on the World Heritage List10, or figure on their governments’ Tentative Lists,11 it is the stated intention of the World Heritage Convention, to which all five SASEC member governments are Party, that inscribed World Heritage sites should serve as management models for all the heritage properties of a country. Hence, the relevance of
6 For the text of the 1972 World Heritage Convention, please refer to the website of the UNESCO World Heritage Center http://whc.unesco.org/en/conventiontext 7 For the text of the Operation Guidelines to the World Heritage Convention, please refer to the website of the UNESCO World Heritage Center http://whc.unesco.org/en/conventiontext 8 The full text of all of the manuals produced by UNESCO for the management of World Heritage properties can be downloaded from the website of the UNESCO World Heritage Center http://whc.unesco.org/en/series/ 9 UNESCO, World Heritage Center, World Heritage Manuals No. 1, Managing Tourism at World Heritage Sites: A Practical Guide for World Heritage Site Managers, Arthur Pederson, author. UNESCO Publishing, Paris, 2002. http://whc.unesco.org/documents/publi_wh_papers_01_en.pdf 10 For a list and detailed description of sites inscribed on the World Heritage Lists please refer to the website of the UNESCO World Heritage Center http://whc.unesco.org/en/list 11 For a list of sites on the Tentative Lists of States Parties, please refer to the website of the UNESCO World Heritage Center http://whc.unesco.org/en/tentativelists/
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World Heritage management guidelines to sites even if they are not (yet) formally inscribed on the World Heritage list.
2.4.3 ICOMOS International Cultural Tourism Charter 31. In the management of World Heritage sites, UNESCO is assisted by ICOMOS, the International Committee on Monuments and Sites, which is a global body of practicing professionals in the various fields of heritage conservation and management. ICOMOS has adopted an International Cultural Tourism Charter that sets forth the principles to be used in managing tourism cultural heritage sites.12 The objectives of the ICOMOS Cultural Tourism Charter are: » To facilitate and encourage those involved with heritage conservation and management to make the significance of that heritage accessible to the host community and visitors. » To facilitate and encourage the tourism industry to promote and manage tourism in ways that respect and enhance the heritage and living cultures of host communities. » To facilitate and encourage a dialogue between conservation interests and the tourism industry about the importance and fragile nature of heritage places, collections and living cultures, including the need to achieve a sustainable future for them. » To encourage those formulating plans and policies to develop detailed, measurable goals and strategies relating to the presentation and interpretation of heritage places and cultural activities, in the context of their preservation and conservation.
32. The principles for practice as set for in the Charter are entirely compatible with those articulated in the SASEC TWG strategy and derived documents. They are, in summary:
Principle 1 Since domestic and international tourism is among the foremost vehicles for cultural exchange, conservation should provide responsible and well-managed opportunities for members of the host community and visitors to experience and understand that community's heritage and culture at first hand.
Principle 2 The relationship between Heritage Places and Tourism is dynamic and may involve conflicting values. It should be managed in a sustainable way for present and future generations.
Principle 3 Conservation and Tourism Planning for Heritage Places should ensure that the Visitor Experience would be worthwhile, satisfying and enjoyable.
Principle 4 Host communities and indigenous peoples should be involved in planning for conservation and tourism.
Principle 5 Tourism and conservation activities should benefit the host community.
12 ICOMOS International, International Cultural Tourism Charter, Paris, 1999. http://www.international.icomos.org/charters/tourism_e.htm
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Principle 6 Tourism promotion programs should protect and enhance Natural and Cultural Heritage characteristics.
33. It is clear that these principles of practice need to be formally incorporated into the TWG’s strategy.
3 Strategies for Achieving Objectives
3.1 Expansion of carrying capacity
34. It is clear that for the SASEC TWG strategy to achieve sustainable success, the carrying capacity of the affected cultural heritage sites must be increased. This will involve the establishment of system and training to:
i. monitor visitor impact at all sites, ii. analyze the current carrying capacity of each site, given the state of conservation and management capacity at each site iii. devise ways and means to increase the sites’ carrying capacities.
3.2 Improved site interpretation facilities
35. For the SASEC TWG strategy to succeed, attention will need to be paid to the authentic interpretation of the targeted cultural sites, through the use of a variety of interpretive techniques including
i. printed material, ii. on-site signage, iii. specialist guides trained and certified in heritage interpretation, and iv. audio-visual materials.
36. With regard to the latter, the possibility of downloading interpretive material on hand-held digital devices, such as mobile phones, offers new, and widely accessible, opportunities to greatly improve site interpretation.
3.3 Involvement of local community in site interpretation
37. As a means to directly impact on local conditions of poverty, members of the local communities should be trained to take up new employment opportunities that would result in increased tourism at their sites. In particular, members of the local intelligentsia (high school graduates, etc) can be targeted for training as culture heritage specialist guides, site by site.
38. At living Buddhist heritage sites, this strategy should include the facilitation of both lay and religious members of affected monastic communities to act as local “hosts”, according to rules and procedures which they themselves would develop as most appropriate for the safeguarding of Buddhist principles and practices. This is in keeping with the principles espoused in the Nara Document on Authenticity (1994) and incorporated in extenso in the Operational Guidelines to the World Heritage Convention.
3.4 Engagement of visitors in life of the sites
39. When surveyed, culture tourists frequently cite the wish to engage more directly in the cultural life of the heritage sites they visit. This should be encouraged, as it not only increases visitor satisfaction, it also develops new tourism products at the site level which are necessary if the number of visitors at heritage sites are to be substantially increased. In the
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context of Living Buddhist sites, engagement with the living traditions and practices is an essential part of an authentic experience of the site. The key activities to be developed are:
i. Opportunities to take part in archaeological excavations at archaeological sites where there is on going, supervised research-taking place. This is a particularly attractive option for school children. ii. Opportunities to assist in actual conservation and physical restoration work on heritage buildings and sites. This can include monitoring activities, which are relatively easily undertaken by members of the public without technical skills. iii. Opportunities for instruction and participation in Buddhist meditation practices (meditation retreats.) iv. Opportunities for instruction in Buddhist temple arts and performance techniques (music, dance). These have a proven track record of popularity in the UNESCO project “Cultural Survival and Revival in the Buddhist Sangha.”
3.5 Capacity building for better site management
40. Capacity building of heritage site managers needs to be undertaken in order that they may cope with the mounting pressures of increased visitor numbers at the sites for which they are responsible with resulting in further degradation of their sites. Existing UNESCO training manuals, cited above should be used as the basic training material for this capacity building, which should take place, on site, in the form of hands-on workshops.
3.6 World Heritage site inscription
41. As outlined above, the preparation of nomination dossiers for inscription of sites on the UNESCO World Heritage list is, in all countries of the SASEC sub region, an important part of the responsibilities of the senior heritage management officer of the country. It is important that this key component of national strategy be validated and facilitated in the SASEC TWG strategy.
42. World Heritage inscription is one of the most reliable predictors that a site will attract both international and domestic cultural tourists. Statistics vary from country to country and site to site, but various UNESCO studies point to as much as a 40% increase in visitors to site in the year after its inscription on the World Heritage lists, and a further 20% increase in each of the next two years.13
4 Action Plan by sub-project Note: Action Plan activities (marked with an arrow) have been programmed for the heritage management components of only those sub-projects identified for direct ADB funding under the “Sensible Packages” strategy of TA 6362-REG.
4.1 Bangladesh
4.1.1 Package 1: Creating the Bangladesh portion of an India-Bangladesh Heritage Highway
Sub-project (ii) B (a) Destination Amenities: Heritage site developments and new tourist facilities at key stopping points along the Heritage Highway
(a) Two year immediate implementation plan
13 Personal communication.
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On-site carrying capacity monitoring and analysis, develop and implement strategies to increase carrying capacity at target sites
Develop plans for improved on-site visitor interpretation, including signage, audio- visual media and mobile-phone activated interpretation
(b) Five year medium term implementation plan
Implement improved on-site visitor interpretation facilities
Sub-project (iii) C (a): Capacity Building/HRD: Fostering community participation in tourism at stopping points along the Heritage Highway destination
(c) Two year immediate implementation plan
Initiate culture heritage specialist guide training programmed
Identify and develop local handicraft production
(d) Five year medium term implementation plan
Develop culture heritage specialist guide training programmed into a NTA-recognized certificate course
Organize local handicraft cooperatives
Develop visitor engagement opportunities, in particular the participation in archaeological excavations
4.2 Bhutan
4.2.1 Package 1: Domestic airports at Bumthang and Trashingang and creating partnerships for managing tourism destinations
Sub-project (ii) B (a): Destination Amenities: Small scale tourism facilities to improve Bumthang as a tourism destination
(a) Two-year immediate implementation plan
On-site carrying capacity monitoring and analysis, develop and implement strategies to increase carrying capacity at target sites
Develop plans for improved on-site visitor interpretation, including signage, audio- visual media and mobile-phone activated interpretation
(b) Five-year medium term implementation plan
Implement improved on-site visitor interpretation facilities
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4.3 India
4.3.1 Package 1: Bagdogra air hub, feeder airports and ecotourism in the India Himalaya
Sub-project (ii) B (b): Destination Amenities: Small-scale tourism facilities to improve Tawang as a tourism destination
(a) Two-year immediate implementation plan
On-site carrying capacity monitoring and analysis, develop and implement strategies to increase carrying capacity at Tawang Monastery
Plan facilities upgrades and general conservation work in Tawang Monastery
(b) Five-year medium term implementation plan
Implement facilities upgrades and general conservation work in Tawang Monastery
Sub-project (ii) C (a) and (b): Capacity Building/HRD: Fostering community participation in ecotourism within Sikkim and Tawang
(a) Two-year immediate implementation plan
Initiate culture heritage specialist guide training programmed
Identify and develop local handicraft production
Develop in cooperation senior monks/lamas visitor briefing protocols to ensure proper/appropriate visitor behavior at living Buddhist sites
(b) Five-year medium term implementation plan
Develop culture heritage specialist guide training programmed into a NTA-recognized certificate course
Organize local handicraft cooperatives
Develop visitor engagement opportunities, in particular the participation in meditation and living Buddhist arts
4.4 Nepal
43. There are no sub-projects with a heritage management component identified for Nepal in TA 6362-REG.
4.5 Sri Lanka
4.5.1 Package 1: Improving Kandy as a tourist destination
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Sub-project (vi sic) B (a): Destination Amenities: Kandy Lake amenities upgrade
(a) Two-year immediate implementation plan
On-site carrying capacity monitoring and analysis, develop and implement strategies to increase carrying capacity at the Temple of the Tooth, Kandy.
Environmental, archaeological and cultural impact assessment of Kandy Lake amenities upgrade.
(b) Five-year medium term implementation plan
Monitoring of Kandy Lake amenities upgrade to check for and protect archaeological significance
Sub-project C (a): Capacity Building/HRD: Fostering tourism marketing linkages with temples and villages around Kandy and between Kandy and Colombo
(a) Two-year immediate implementation plan
Identify and develop local handicraft production
(b) Fve-year medium term implementation plan
Organize local handicraft cooperatives
5 Implementation Arrangements
5.1 Bangladesh
44. In Bangladesh, the Department of Archaeology is designated as the sole implementing agency for the heritage management components of the sub-projects.
5.2 Bhutan
45. In Bhutan, the Ministry of Home and Cultural Affairs is the responsible agency for implementing the heritage management components of the sub-projects. In practice, the administrative structures of the affected monasteries, reporting to their Mother House, will also be involved in implementation of project activities.
5.3 India
46. In India, the Archaeological Survey of India is the responsible agency for the implementation of the heritage management components of the sub-projects that target nationally protected sites and monuments, including all World Heritage properties.
47. INTACH (the Indian National Trust for Art and Cultural Heritage), through its State Chapters, also has a statutory role to play in monitoring the safeguarding of heritage sites and facilitating community-based conservation and development work affecting the sites.
48. As concerns the living monasteries, the administrative structures of the affected monasteries, reporting to their Mother House(s), will also be involved in implementation of project activities.
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5.4 Nepal
49. In Nepal, the Lumbini Development Trust is the responsible agency for implementing the heritage management components of the sub-projects that affect Lumbini World Heritage site. For sites outside the jurisdiction of the Lumbini Development Trust, the authority is vested in the local government unit, with technical assistance provided by the Department of Archaeology.
5.5 Sri Lanka
50. In Sri Lanka, the Central Cultural Fund (CCF) is responsible for the management of the heritage sites of the Cultural Triangle (including Kandy) and for the World Heritage site of Galle Fort. Technical assistance is provided by the Department of Archaeology.
5.6 UNESCO
51. Because all affected sites involve properties inscribed on the World Heritage List, or in the pipeline to be inscribed, UNESCO has a statutory responsibility to monitor the state of conservation of these properties and activities that may affect their integrity and authenticity. This function is performed by the UNESCO Field Office responsible for said country, assisted by the World Heritage Center and experts from the Advisory Bodies to the World Heritage Convention, ICOMOS, ICCROM and IUCN.
6 Capacity Building 52. The responsibility for the management of heritage assets, building, monuments and sites is typically shared, in the SASEC member governments by three actors:
» The national agency responsible for heritage site protection » The on-site management team » Heritage professional/experts associated with heritage trusts, universities, or NGOs.
53. By far the most authoritative of the three is the responsible national agency. When a site is inscribed on the national register of protected sites/places or is inscribed on the UNESCO World Heritage list, the national agency’s responsibility is statutory and paramount.
54. With the notable exception of Bangladesh, and to a lesser degree Nepal, the national agencies responsible for heritage management in the other SASEC countries are well developed and staffed with a full complement of experts at the central (national) level. Bangladesh and Nepal both current benefit from UNESCO assistance to upgrade the capacity of their respective Departments of Archaeology.
55. On the other hand, the on-site management teams at virtually all heritage sites in the region are noticeably weak in relation to the site management needs. This was one of the principal findings of the UNESCO Periodic Monitoring Report cited above. The relatively low capacity of on-site management teams makes it problematic to implement successfully development programmers that put increased management demands on the site staff. It would be a wise strategy, therefore, to include, as a rule, a capacity-building component in all sub-project activities affecting heritage site management.
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56. In those countries with strong non-governmental heritage management professional, these experts plan a key role in complementing government’s role in heritage management. The two most effective of these agencies are:
» In India, the Indian National Trust for Art and Cultural Heritage (INTACH) » In Sri Lanka, the Central Cultural Fund (CCF)
57. These two agencies could possibly be used to advantage to deliver management training to agencies in other SASEC countries.
58. In Nepal, the Lumbini Development Trust, though modeled on INTACH and CCF has not yet proven to be an effective or notably expert site manager, although with the recent reorganization of the Trust, further capacity-building efforts can be expected to improve the situation.
7 Complementary Activities 59. As discussed above, the successful inscription of sites on the prestigious World Heritage list is a high priority for all SASEC governments, and a principal responsibility of the senior heritage management official. In all countries there exists a designated World Heritage Focal Point whose job it is to liaise with UNESCO and with the World Heritage Committee concerning the safeguarding of World Heritage properties within the country.
60. The following sites within the areas affected by the SASEC TWG strategy are all considered by their respective countries to be in the World Heritage nomination pipeline, although some do not yet figure on the country’s official Tentative List of World Heritage sites to be nominated – a requisite first step in the process. Because World Heritage inscription is a key motivating factor to increase tourism at a cultural heritage site, the preparation of the requisite nomination documents should be facilitated.
7.1 World Heritage Nominations14
7.1.1 Bangladesh Halud Vihara Jaggadala Vihara Mahasthangarh Kantajee (not yet on Bangladesh’s Tentative List)
7.1.2 Bhutan Monastic Fortresses (dzongs) of Bhutan (not yet on Bhutan’s Tentative List)
7.1.3 India Sarnath Nalanda Rumtek Monastery (not yet on India’s Tentative List)
14 Text of the Tentative List nomination files are available on the website of the UNESCO World Heritage Center: http://whc.unesco.org/en/tentativelists/
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7.1.4 Nepal Tilaurakot Tansen
7.1.5 Sri Lanka Seruwila Mangala Raja Maha Vihara Ancient Pilgrim Route along the Mahaweli River
7.2 Periodic Monitoring of Inscribed World Heritage Properties
61. As discussed above, World Heritage Properties are subject to a period monitoring process, which occurs on a 6-year cycle. The report of the previous cycle affecting properties in the Asia-Pacific region was submitted to the World Heritage Committee in 2003. The second cycle of periodic reporting for the Asia-Pacific region is now underway and the report will be submitted to the World Heritage Committee in 2012.
62. In the previous cycle’s report, inadequate site management was cited as the principal cause of the deteriorating state of conservation of most of the then-inscribed World Heritage properties in South Asia. As a result of this report, pressure has been placed on national site management authorities to improve site management, and additional resources have been devoted to this end. The result has been an improvement in the state of conservation of sites in India, and to a lesser degree Nepal, although in Nepal the unstable political situation over the past decade has been a negative factor also affecting the conservation of heritage sites and monuments. The political situation in Sri Lanka has also been a negative factor, except in the World Heritage site of Galle Fort, where the state of conservation of the fort itself has been improved considerably, although there has been a marked deterioration in the buffer zone, and the underwater archaeological heritage in the Galle Harbour is not yet adequately safeguarded. In Bangladesh, there has been a holding pattern with no visible improvement in the state of conservation of the World Heritage sites. The matter does not arise in the case of Bhutan, which has no site yet inscribed on the World Heritage list.
63. In spite of these small improvements in the conservation management of some sites, the overall assessment is that the condition of World Heritage sites continues to degrade, principally because the wear and tear on the fabric of the sites, caused by a large increase in domestic tourism across the board, has not been offset by increased maintenance, staff or budgets.
64. As a result of this situation, many if not most site managers perceive that increased tourism is the principal cause of the deterioration of the sites for which they are responsible.
8 Follow-on Activities 65. As a result of the optimistic outlook for the success of the SASEC TWG strategy, and for the culture heritage tourism sector as a whole, it can be anticipated that SASEC member governments may propose an extension of the follow-on activities with regard to culture heritage destination management. The two most likely extensions to be anticipated are:
8.1 India: Sanchi extension
66. The extension of the Footsteps of the Lord Buddha sub-circuit to include the inscribed World Heritage site of Sanchi, which, while farther away from the Buddhist heartland as currently
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defined, does make thematic sense as an addition to the sub-circuit, especially for those tourists who would in any case wish to continue on to Delhi rather than backtrack to Kolkata.
8.2 Sri Lanka: Northeast sub-circuit
67. With the resumption of peace in Sri Lanka, there are political, economic, social and cultural imperatives to bring development to the heretofore-isolated northeast part of the country, which is also the poorest part of the country. The quickest way to meet these imperatives may be to develop cultural tourism in this area. The long isolation makes this destination one of great attraction to many cultural tourists. In recognition of the changed political circumstances in Sri Lanka, the SASEC TWG may wish to consider this.
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APPENDIX 6
PRIVATE SECTOR PARTICIPATION IN SUBREGIONAL TOURISM COOPERATION INITIATIVES
Carabela La Niña, 12 08017 BARCELONA, SPAIN Tel. (+34) 93 206 43 43 Fax. (+34) 93 280 35 16
María de Molina, 54 28006 MADRID, SPAIN Tel. (+34) 91 564 72 09 Fax. (+34) 91 409 44 87 www.tladvisors.com [email protected]
Private Sector Participation in Subregional Tourism Cooperation Initiatives – APPENDIX 6
Table of Contents
1 Introduction ...... - 3 - 2 Background ...... - 3 - 3 Strategic Role of Private Sector ...... - 4 - 3.1 Product Development and Packaging ...... - 4 - 3.2 Cooperative Marketing ...... - 4 - 3.3 Experience and Knowledge Sharing ...... - 5 - 3.4 Quality Standards ...... - 5 - 3.5 Other Initiatives ...... - 6 - 4 Institutional Arrangements ...... - 6 - 5 Benefits of Participation ...... - 8 -
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1 Introduction
1. This paper set outs an approach towards obtaining greater participation of the South Asia private sector in the formulation and implementation of the subregional cooperation agenda for tourism. The paper first sets out the background to the need for the participation of the private sector; and then identifies the strategic roles it can play in especially terms of product development and packaging, subregional marketing, experience and knowledge sharing, and raising competitiveness through improved product quality. The proposed institutional arrangements to facilitate private sector participation in the implementation of subregional outcomes and outputs are then set out, and the value added that the private sector could expect to obtain from engaging in the subregional cooperation agenda identified.
2 Background
2. As noted in the initial field visits of the consultants to the subregional countries, the private sector through the country carriers, tour operators and larger regional owned hotel investors and operators is already active in developing the opportunities arising from strong interest in undertaking multi-country tourism activities based on the cultural and natural heritage assets of the subregion. The tour operators of the subregion already informally discuss concerns of mutual interest between them and have indicated their intention to form a subregional grouping that will bring matters to their concern before the related governments in the future. As noted in the position paper dealing with subregional marketing, product development and product quality, unless the private is actively engaged in this process, then the fruits of subregional cooperation in tourism are likely to remain limited. In this context, a framework for private sector participation is required that contributes to the broad subregional impact and outcomes for tourism, encourages participation and partnership between the private sector, public sector and local communities, and that delivers fiscal and non-fiscal added value to the private sector greater than that it could achieve without a subregional approach.
3. The primary objective of a framework for private sector participation in subregional tourism is to create new business opportunities for the private sector while contributing to the overall public good impacts and outcomes of subregional cooperation. The key areas where the private sector can play a key role in supporting the achievement of subregional outcomes are: » product development and packaging of the multi-country Buddhist and ecotourism circuits and sub-circuits (which they already do to varying degrees); » participating as a partner with the NTOs in cooperative marketing of the multi-country Buddhist and ecotourism circuits and sub-circuits; » contributing to experience and knowledge sharing initiatives by organization an annual tourism forum of the private sector in association with the annual TWG meeting; » promoting quality standards through sustained implementation of a voluntary participation, accreditation an recognition system; and » support other initiatives in relation to facilitating the flow of international tourists between countries, creating a more conducive environment for private sector investment, human resource development, developing tourism infrastructure, etc.
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3 Strategic Role of Private Sector
3.1 Product Development and Packaging
4. The private sector plays the key role in investing, operating and maintaining sustainable, socially responsible and inclusive tourism facilities and services with a subregional dimension including transportation facilities and services (especially aviation services), accommodations and resorts, restaurants, MICE facilities, tour operation, attractions, financial services, shopping, entertainment, etc.. The objective of this strategic component of private sector participation is to ensure that a favorable environment for investment and operation is created by working with the TWG to influence policies that encourage the formation of subregional tourism business enterprises that have a strong corporate responsibility philosophy based on a triple-bottom-line approach to tourism business. Key areas to be addressed include: » equal treatment of tourism firms in the countries of the subregion including free movement of personnel, material and equipment between the country segments of the multi-country tourism circuit and sub-circuits; » providing a standard package of fiscal and non-fiscal incentives targeting the two multi- country tourism circuits designed to promote multi-country packaging and marketing (e.g. export incentives), raising the quality of existing facilities and services (e.g. facility upgrading and staff training), and attracting new investment; » partnering and working with local communities to promote a more inclusive pattern of tourism development; and » contributing to environmental conservation at and in the vicinity of their business sites as well as to help ameliorate and adapt to climate change.
5. These initiatives would need to be taken on a coordinated basis focusing on the two multi- country circuits and their sub-circuits.
3.2 Cooperative Marketing
6. Given the global unique selling proposition (USP) and recognition that the South Asia subregion has in its multi-country Buddhism and ecotourism circuits and sub-circuits, their marketing as single destination and product offerings can generate a bigger market than any one country could hope to achieve on its own. However, while the public sector recognizes and supports this strategy, it is unable to sustain the creativeness, energy, and resources necessary for the sustained implementation of a subregional marketing approach. The private sector, that is a direct beneficiary of increased subregional tourism flows, has a strong interest in the positive outcome of a sustained coordinated subregional marketing approach directed at clearly defined destinations—the multi-country Buddhism and ecotourism circuits and sub-circuits—and should thus play a leading role in the design and implementation of any marketing strategy. In this context, the private sector is seen to: » contribute to the formation of a three-year marketing strategy and one-year marketing action plan; » work with the public sector and development partners to creating a subregional brand for South Asia Buddhism and ecotourism, and positioning the brand in its target markets that should include using web-based marketing tools to: promote the two multi-country circuits to
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the target markets, travel trade and e-travel media, and connect the target market with suppliers of Buddhism and ecotourism products and services in the two multi-country circuits similar to the new Southeast Asia website (see www.southeastasia.org); and » in partnership with the NTOs, contribute in kind and financially towards annual marketing activities such as maintaining the marketing web portal for the multi-country circuits, participating in circuit-based marketing activities at regional trade shows and fora such as SATTE, and supporting trade and media familiarization activities.
7. If the private sector doe not show interest in participation, then this suggests that the basic premises underlying the two multi-country circuit destination concept is flawed and will have to be reviewed in consultation with them.
3.3 Experience and Knowledge Sharing
8. The private sector has a vast pool of experience and knowledge that if shared within the subregion will help to facilitate tourism demand and expansion of quality tourist facilities and services. In this context, the privates sector could play a key role in experience and knowledge sharing by organizing an annual tourism forum, participating in a web-based experience and knowledge sharing communications platform, and in capacity building activities. This forum would: » be held in association with the annual TWG meetings; » be of one to two days duration; » address key issues concerning private sector participation such as investment, cross border facilitation, product standards, government policies and regulations, human resources development, etc.; » provide opportunities to exhibit subregional tourism products and services; and » provide the opportunity to network with other subregional actors in the private sector, the public sector, and development partners. 9. The forum would be organized by the private sector on the basis that it would be either self funding or even profitable based on participation fees and commissions on services purchased by participants as a result of attending the forum, e.g. pre and post forum tours, forum dinners, hotel and venue, etc. The presence of a subregional private sector grouping such as an association such as in the Case of the ASEAN Tourist Association, or a chapter similar to a national PATA Chapter or a World Travel and Tourism Council subregional chapter
3.4 Quality Standards
10. It has been noted in the marketing position paper that unless driven by the private sector, any proposals for enhancing the quality of tourist services is likely to be difficult to implement, and that a voluntary system of enhancing quality is likely to be most effective. In this context, it has been proposed that the private sector association or product club concept (if based on the Buddhist and ecotourism multi-country circuit product themes) should introduce a quality club comprising a voluntary accreditation and recognition system in which: » membership is contingent upon meeting a common minimum standard for the type of enterprise in question; » there are a number of stages or benchmarks related to quality of facilities, quality of staff services, environmental responsibility, social responsibility, etc. that the enterprise can
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progress through to reach the highest level in terms of accreditation and recognition as a say a triple bottom line tourism enterprise; » there is third party assessment and audit of quality standards; » there is a an annual recognition award for the best in quality practice in key tourism enterprise categories; and » members of the quality club receive significant benefits in the form of exclusive promotion in a subregional website, at regional trade show events, and in any promotional material directed at consumers, trade and travel media.
11. The cost of financing the quality club would be based on an initial joining fee plus and annual subscription fee tailored to reflect the benefits that members will derive from participation.
3.5 Other Initiatives
12. Although the TWG must bring policy and regulatory issues to their respective governments, strong private sector support and lobby at the subregional and national level would significantly enhance the credibility of these efforts. In this context, the private sector should play a key role in arguing for: » facilitating the flow of international tourists between countries including reducing rules and regulations restricting the movement of bona fide Buddhist and ecotourism markets between the sub-circuits of the countries; » creating a more conducive environment for private sector investment; » creating and sustaining a framework for ensuring a constant supply of well-trained tourism human resources; and » encouraging the development of tourism infrastructure.
13. As noted, the resolution of these issues is primarily within the purview of the public sector in the subregion. In this context, the role of the larger private sector players is to lend force to the NTOs efforts to argue for a more conducive policy and regulatory environment that benefits not just them but also promotes tourism MSME development that is a key element in achieving a more inclusive pattern of tourism development. Private sector global and regional tourist sector organizations such as the World Travel and Tourism Council (WTTC) and the Pacific Asia Travel Association (PATA) provide examples of how the private sector can play a significant role in helping to create a more conducive environment for tourism development at the subregional level.
4 Institutional Arrangements
14. To provide the above menu of private sector support towards the subregional cooperation outcomes, it will be necessary to create a private sector institutional framework that focuses on: » creating a conducive environment for the development and operation of successful triple bottom line tourism businesses; and » product development, packaging, quality and marketing in the multi-country circuits.
15. The task of lobbying for the development of a more conducive business environment for tourism based on encouraging the expansion of triple-bottom-line tourism businesses in the
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multi-country circuits needs to be undertaken by a separate club of private sector actors that are respected and recognized by the regional governments. Models for this include global tourism lobby organizations such as WTTC mentioned above, regional tourism lobby organizations such as PATA at the Pacific Asia Region level, and the ASEAN Tourism Association (ASEANTA) at the South East Asia Regional Level. This grouping should comprise global, regional and subregional industry players such as carriers, hotel chains, tour operators, travel media, etc., that have a strong interest in the successful development of the Buddhist and ecotourism multi-country circuits. The main functions and charter of this multi- country-circuit based organization would be to: » unite members in common purpose, working in a close bond of cooperation, fellowship and assistance in furthering the objectives of the group; » in coordination with the “Multi-country Circuit Club”, make recommendations to ministries and government departments and other bodies on measures to enhance member interests and work with the TWG to bring about mutually beneficial subregional outcomes; » support the organization of an annual South Asia subregional tourism forum; and » serve on or offer assistance to any government, statutory or International body in connection with tourism matters.
16. The organization does not need a full time secretariat and should be patterned along the lines applied in the case of the PATA country chapters where members provide access to offices, staff, and other resources to move the agenda forward. The group would meet initially to confirm its agenda, allocate responsibility for implementation, and then meet as required to maintain momentum in moving the agenda forward.
17. As suggested in the Marketing Position Paper attached to the Discussion Paper of which this paper is also a part, one option to achieve effective and sustainable product development, packaging, quality and marketing of the multi-country circuits based on engaging the private sector is the idea of creating a “Circuit Product Club.” These clubs would comprise key tourism enterprises in the multi-country circuits that have the most to gain from their involvement. Participation would be voluntary with membership subscription based. Membership would be open to all private sector enterprises that agree to subscribe to the principles of the club including raising and adhering to quality standards. The main functions and charter of this subregional organization would be to: » apply a triple-bottom-line corporate social responsible and professional approach to the tourism business in the subregion; » strive towards the attainment of the highest standards of service and facilities for travelers and tourists by encouraging quality through voluntary accreditation and recognition through annual awards with third party assessment and audit; » encourage, support and help develop tourism into and within the Subregion by leading in partnership with the public sector subregional marketing, product development, and enhancing products and service quality; and » organize an annual South Asia subregional tourism forum.
18. The establishment of this multi-country circuit product club can be initiated through discussions at the upcoming subregional workshop of this position and related NTOs facilitated by its consultants.
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5 Benefits of Participation
19. Even a modest achievement of the subregional outcomes would result in significant increases in tourism flows between the countries that will not be possible without private sector cooperation. Thus, the value added to the private sector of participating in the achievement of the subregional agenda include: » opportunities for networking both locally and internationally; » participation in international trade fairs and conventions for new business ideas and ventures; » participation in joint consultations with government bodies and ministries to address economic and business issues of concern to the sector to create a more conducive business environment; » improving business decisions by having access to local and international tourism related publications, studies, talks and presentations; » networking and collaborating with other industrial and economic organizations and associations; » participation in experience and knowledge sharing and other training and capacity development learning activities; » raised competitiveness through enhanced quality of services, business and management skills, and increased market access; and » increased subregional tourism flows and concomitant demand for services and increased scale and viability of subregional business activities.
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APPENDIX 7
Improving Connectivity and Destination Management of Cultural and Natural Resources in the South Asia Subregion
Regional Experience and Knowledge Sharing
October2010
Carabela La Niña, 12 08017 BARCELONA, SPAIN Tel. (+34) 93 206 43 43 Fax. (+34) 93 280 35 16
María de Molina, 54 28006 MADRID, SPAIN Tel. (+34) 91 564 72 09 Fax. (+34) 91 409 44 87 www.tladvisors.com [email protected]
Regional Experience and Knowledge Sharing – Discussion Paper – APPENDIX 7
Table of Contents
1 Introduction ...... - 3 - 2 Situation Analysis ...... - 3 - 2.1 The Subregional Tourism Human Resource Development Strategy & Action Plan 2006-2011 ...... - 4 - 2.2 Comments and updates on the broad strategies of TDP and the Tourism HRD Strategy ...... - 4 - 3 Key Issues and Constraints ...... - 6 - 4 Strategic Objectives ...... - 7 - 4.1 Strategic Framework for Regional Experience and Knowledge Sharing ...... - 7 - 4.2 Strategy and objectives ...... - 11 - 5 Recommended Program/Project Interventions ...... - 11 - 6 Implementation Arrangements ...... - 15 - 6.1 Timing and phasing ...... - 15 - 6.1.1 Public institutions role ...... - 15 - 6.1.2 Academic Institutions ...... - 16 - 6.1.3 Private institutions role ...... - 16 - 6.2 Resourcing framework ...... - 16 -
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1 Introduction
1. This paper seeks to encourage discussion on prospective initiatives for building human resource and institutional capacities among the member countries of the South Asian subregion related to tourism development. More specifically, this paper focuses attention on the human resource and knowledge development needs of the participating countries in the South Asian Tourism Infrastructure Project, and the specific tourism circuits and destinations in each country.
2. The strategic framework and recommendations contained in this discussion paper are based on an analysis of previous subregional projects in Tourism Development (2004), and specifically in Tourism Human Resources Development and Capacity Building (2006). Using information and feedback from stakeholders gathered during the initial field mission of this RETA, this paper has sought to narrow the focus of the subregional HRD initiatives and relate the capacity-building efforts more specifically to priority destination sites located along the two iconic tourism circuits of the region – the culture-themed South Asian Buddhist Circuit and the ecotourism-oriented Great Himalayan Trail.
2 Situation Analysis
3. Developing Human Resources was identified as one of four generic or crosscutting programs to be undertaken under the 2004 SASEC Tourism Development Plan. The 2004 Plan specified four projects to be implemented under this program:
» Encouraging the Network of Asia Pacific Education and Training Institutes in Tourism (APETIT) to collaborate with South Asia to help build the capacities of South Asian tourism training and education institutions; » A South Asian Host project to encourage friendliness, increase awareness of tourism, and foster attitudes of 'neighborliness" in officials and other who are among the initial, 'front line' contacts of tourists to South Asia; » A Training Course on Travel Trade Writing for tourism and travel journalists of the subregion; and » Project Management Training to upgrade the skills of NTOs and LTOs.
4. In 2006, the SASEC Human Resource Development and Capacity Building in the Tourism Sector (ADB TA No. 6225-REG) project was undertaken to develop and raise the skill levels of tourism human resources in South Asia in order to meet industry demands and visitor expectations, particularly as they relate to the subregional tourism development framework. A series of Train-the-Trainers (ToT) workshops, based on an agreed common minimum training program (CMTP), was conducted from August 2005 to June 2006.
5. All in all, a total of twelve workshops, involving a combined total of 271 participants from the member countries, were organized. Aside from the training areas identified in the 2004 SASEC Tourism Development Plan (i.e. South Asian Host, Travel Media Training, and Project Management Training), workshops were also organized for four additional themes:
a) Community-based tourism, which included separate workshops on revitalizing traditional crafts and tourism environmental awareness programs (TEAP); b) Ecotourism and heritage guide training
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c) Hospitality business for SME owners d) Competency building for Core Staff in Tourism Institutes (focusing primarily on four hospitality service functions: Kitchen, Food and Beverage service, Housekeeping, and Front Office).
6. The overall concept of these workshops was that a subregional pool of master trainers would be developed who would then cascade knowledge about international best practices to a larger population of tourism trainers and managers in their respective countries -- as well as neighboring countries, if needed.
7. Based on their experiences with the CMTP training and their inventory of the subregional tourism training institutions, the consultants then drafted a Tourism HRD Strategy and Action Plan (2006-2011) for approval at the 7th SASEC Tourism Working Group Meeting.
2.1 The Subregional Tourism Human Resource Development Strategy & Action Plan 2006-2011
8. Under the 2006-2011 Strategy and Action Plan, the subregional goal for tourism human resource development is "to develop tourism skills and human resource capacity in the subregion in order to deliver improved standards of ecotourism and Buddhist Heartland tourism products that will enhance the visitor experience, spread employment opportunities, and contribute to the reduction of poverty."
9. Given this goal, the Strategy outlined 10 HRD objectives: three generic, or cross-cutting themes, and seven training objectives corresponding to the training topics included in the Common Minimum Training Program (CMTP). The tourism HRD objectives for South Asia are: 1. Organizing and preparing the NTOs to manage subregional HRD issues; 2. Creating a web-based network of subregional trainers to facilitate the CMTP ripple effect in each country; and 3. Mobilizing the private sector to address HRD and capacity building issues in the subregion 4. Strengthening the Travel Media 5. Improving Front-Line Hospitality (corresponding to the South Asia Host program) 6. Fostering community-based tourism training in South Asia 7. Improving standards of national and local tour guiding 8. Professionalizing tourism SMEs 9. Supporting Tourism Training Institutions 10. Strengthening NTOs and LTOs in Project Management.
2.2 Comments and updates on the broad strategies of TDP and the Tourism HRD Strategy
10. Under the 2004 TDP, the strategy for enhancing tourism human resources in South Asia can be summarized into four priority concerns:
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» Strengthening the tourism training institutions, especially the formal education units, of South Asia through networking with the UNESCAP-supported APETIT Network (HRD Project 4.1) » Raising the quality of tourism service in the region by developing a pool of subregional trainers who could propagate the South Asian Host training program among the member countries (HRD Project 4.2) » Support the marketing and promotion of South Asia tourism by upgrading the skills and capabilities of subregional travel and tourism journalists (HRD Project 4.3) » Preparing NTOs and LTOs to implement and manage the various tourism development projects through project management training (HRD Project 4.4)
11. The Common Minimum Training Program (CMTP) – incorporated into the 2006 Tourism HRD Strategy and Action Plan – built on the 2004 TDP and expanded the scope to seven priority- training areas. Three of these training areas directly represent HRD Projects 4.1, 4.3, and 4.4 of the 2004 TDP.
12. However, the scope for upgrading the quality of tourism service in the region (HRD Project 4.2) was expanded to cover four specific training priorities. The South Asia Host program are still included as part of a larger objective of improving front-line hospitality, which includes both the public as well as private sector service personnel. The Strategy has identified three additional areas for building up capabilities within the subregional tourism sector. These have to do with 1) community-based tourism, 2) national and local tour guiding quality (including specialist areas such as ecotourism and cultural heritage), and 3) professionalism in tourism SMEs.
13. The 2006 HRD Strategy generally endorses a Training of Trainers (ToT) approach to the seven identified training areas, where it is expected that the recipients of training would then spread or “cascade” the knowledge more broadly and deeply among the countries of South Asia. The Strategy recognizes that these individual trainers will need institutional support if this cascading of knowledge is to be sustained.
14. In relation to this, the three crosscuttingobjectives of the Strategy provide a subregional support framework to this ToT-based training agenda. The framework aims to encourage and strengthen the NTOs and the private sector to provide institutional support to the subregional training pool to be created through the 7 CMTP areas. At the same time, the Strategy seeks to harness Internet technology to both institutionalize and empower networks of subregional trainers so as to facilitate the ripple effect of the CMTP in their respective countries.
15. From the perspective of the South Asian Tourism Infrastructure project, the observations on the subregional Tourism HRD Strategy are as follows:
16. Given the size and breadth of the subregion, there is a risk that the impacts of the subregional HRD and capacity-building interventions will be diffused and minimized unless these are directed at specific destination areas along the identified priority tourism circuits.
17. Similarly, the priority training programs must be focused more specifically on the priority concerns of the member countries, and particularly on the South Asian Tourism Infrastructure project activities. Project management training is already included in the loan packages to implement the Tourism Infrastructure projects for the participating countries. However, if the travel media training is to be continued, such training should target journalists and publications that are expected to cover the destination areas of the Buddhist Circuit and/or the Great Himalayan Trail. In this manner, the capacity-building intervention will be more relevant and immediately applicable to the subregional (e.g. marketing) and national tourism priorities (e.g. development and promotion of the priority sites).
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18. The 2004 TDP and the 2006 Tourism HRD Strategy have emphasized strengthening the institutional capacities of the national tourism organizations as implementers of tourism development, as well as champions for tourism HRD. However, implementation of the South Asian Tourism Infrastructure project depends more on institutions outside the formal tourism sector (e.g. Archaeology, Culture and Arts, Immigration and Customs, Public Works, Forestry, etc.).There is a need to build the institutional capacities – particularly in relation to the tourism aspects of their respective projects – of the NTOs’ partner ministries and agencies. Other than the South Asian Host program, which includes front-liners in border agencies, the current subregional tourism HRD agenda is relatively silent on this.
19. The current agenda for tourism HRD in South Asia has a strong emphasis on improving the competitiveness of the subregional tourism sector, primarily through upgrading the standards of tourism service in the subregion. The 2006 Strategy has added more specific training topics, such as ecotourism guiding, community-based tourism businesses, and tourism SMEs, which will be very relevant to the initiatives along the South Asia Buddhist Circuit and the Greater Himalayan Trail. However, related to the previous comment, there is also a need to upgrade subregional skills and competencies in areas such as sustainable tourism development planning, community-based tourism development, cross-border travel facilitation, as well as the conservation and management of cultural and natural heritage.
3 Key Issues and Constraints
20. Technical assistance will be provided to the member countries with the aim of building capacity for implementing the tourism infrastructure projects in priority destination areas along the South Asian Buddhist Circuit as well as the Great Himalayan Trail. In this connection, the TA is also intended to assist the countries in South Asia to update the subregional Tourism HRD strategy.
21. The final report for the 2006 Tourism HRD Project identified some of the key issues that could influence the degree to which the subregional HRD goals could be achieved or sustained. These include:
22. The need for HRD focal persons or champions in each NTO to motivate the participants of the subregional ToT workshops as well as to monitor the downstream effects from these subregional training activities.
23. The lack of South Asian “centers of excellence” in tourism training due to inadequate teaching aids and other resources.
24. Wide disparities in training standards of institutions, and limited best practice models in the subregion for special areas like ecotourism and Buddhist heritage.
25. The presence in the sub-region of world-class trainers, high quality private sector operations, and NGOswith state-of-the-art approaches and techniques for tourism development.
26. The 2006 report concluded, given that the best approach to upgrading standards would be through processes that would allow share experience and knowledge to be shared among training institutions and individual experts of the subregion. Among others, this subregional knowledge could include training course structures for the elements of the CMTP, as well as best practice models specific to the subregion, and particularly to the priority themes of Buddhist heritage and ecotourism.
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27. In addition to those already identified in 2006, the other key issues in subregional HRD are the following. 1. In most of the countries in South Asia, it is normal practice for government officials to be moved to different offices or ministries after serving a fixed term of office. One consequence of this is that the knowledge gained by public tourism officers may be wasted (and not shared as originally intended) when these individuals are given new assignments that are unrelated to tourism. If these officials also happen to be the HRD focal persons for the NTO, the advocacy effort is also affected. To minimize the potential loss of HRD champions from the public sector, it is critical to broaden the institutional focus of the HRD program to include academic institutions as well as private tourism sector. 2. Capacity building should not just focus on skills development but also on policy formulation. In other words, the sharing of subregional knowledge should include not just the front-line implementers of tourism, but also the policy- and decision-makers who establish the environment in which these front-liners can apply their new knowledge. For example, immigration officers who are trained under the South Asia Host program will not fully apply their new skills if there is no corresponding support from their superiors, or if the office protocols are not compatible with the directions of the subregional tourism workshop. 3. The sharing of subregional experience and knowledge should not be limited to best practices in hospitality and tourism services in the formal tourism sector. Proper implementation of the South Asia Tourism Infrastructure project will require building capacities for other functions related to sustainable tourism development. Specifically, these include: responsible and sustainable planning of destinations, facilitation of cross- border travel, destination marketing, and heritage conservation.
4 Strategic Objectives
4.1 Strategic Framework for Regional Experience and Knowledge Sharing
28. The figure below illustrates the proposed framework by which the Subregional Experience and Knowledge Sharing Program supports the regional cooperation initiatives for sustainable tourism development in South Asia.
29. The overall framework for tourism development in the South Asia subregion is based on two thematic and geographic tourism circuits: The South Asia Buddhist Circuit, and the Greater Himalayan Trail. In the context of South Asian cooperation, the member countries will focus their tourism development efforts on:
» developing priority destination areas along the portions of the subregional circuits contained in their respective countries, and » generating inclusive and sustainable growth by facilitating economic opportunities for private and community-based tourism enterprises in these priority destinations.
30. Thus, under the South Asia Tourism Infrastructure Project, the member countries will install visitor infrastructure, facilities, and amenities in priority destinations along the Buddhist Circuit, or the Greater Himalayan Trail. In line with this, the ADB has made technical assistance available to support the implementation of the Tourism Infrastructure Project. Following the overall thrust of subregional tourism cooperation in tourism, the technical assistance programs for destination planning, cross-border facilitation, and the institution of safeguards for cultural and natural heritage can generally be interpreted as being related to destination development. On the other hand, the support for destination marketing and
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community-based tourism products fall primarily in line with the goal of expanding and strengthening the specific destination areas that will receive the investments in tourism infrastructure.
31. Capacity Building is a crosscutting concern that supports the execution of the different industry expansion or destination development activities. As shown in the model, and as recommended in the 2006 SASEC Tourism HRD Project final report, a Subregional Experience or Knowledge-Sharing Program will be the primary strategy for building country- by-country capabilities to develop tourism HRD in South Asia. Under the 2006-2011 SASEC Tourism HRD Strategy and Action Plan, the priorities focused on the 7 training topics of the Common Minimum Training Program (CMTP) plus three generic, cross-cutting themes:
Organizing and preparing the NTOs to manage subregional HRD issues;
Creating a web-based network of subregional trainers to facilitate the CMTP ripple effect in each country; and
Mobilizing the private sector to address HRD and capacity building issues in the subregion
32. At present, the efforts of tourism training institutions in South Asia are focused primarily on hospitality training, as well as training for travel and tourism such as travel agency operations and tour guiding. In the 2006 HRD project, training modules were developed and initiated for the other elements of the CMTP.
33. However, there is a gap with regard to the specific functions related to the implementation of the South Asia Tourism Infrastructure Development Project. This is already being addressed by the inclusion, in the various loan packages, of components for raising the Project Management and Implementation capabilities of the respective Implementing and Executing Agencies.
34. The framework shown here indicates that the Subregional Experience and Knowledge- Sharing Program will continue to support efforts to build up the capabilities of South Asian tourism training institutions to deliver the key elements of the CMTP. However, the program will now give more attention to sharing of knowledge and experience that can strengthen the institutions and groups that will be involved or affected by the South Asian Tourism Infrastructure Program.
35. Thus, HRD projects will be developed and organized to support the planning, cross-border facilitation, heritage safeguarding, destination marketing, and community-based tourism concerns of the subregion – with specific application to the identified priority destinations in each country.
36. With regard to the cross-cutting objectives of the 2006 Tourism HRD Strategy and Action Plan, this proposed Subregional Experience and Knowledge Sharing framework seeks to:
37. Prepare the NTOs to manage more broadly-defined subregional HRD issues, so that the capacity-building focus will add sustainable destination development to the ongoing concerns of generating growth and competitiveness for their respective tourism industries;
38. Expand the Subregional Experience and Knowledge Sharing network beyond hospitality and tourism training experts, to include experts, trainers, and researchers involved in the responsible development and management of tourist destinations, particularly along the Buddhist Circuit and the Greater Himalayan Trail;
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39. Mobilizing the private sector to address HRD and capacity building issues in the subregion not only as providers of hospitality and tourism training, but also as champions for tourism HRD and for sustainable development of the Buddhist and Himalayan heritage for tourism purposes.
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Regional Experience and Knowledge Sharing – Discussion Paper – APPENDIX 7 Knowledge-Sharing and Capacity-Building Framework for South Asia
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4.2 Strategy and objectives
40. As shown in the Knowledge Sharing and Capacity-building Framework for South Asia Tourism, the technical assistance for tourism HRD is specifically intended to support the implementation of infrastructure and related projects in the priority destinations of the South Asian Buddhist Circuit and the Great Himalayan Trail. Given this, the Goal of the Subregional Experience and Knowledge-Sharing Program is the following:
Goal: To enhance the knowledge and capabilities of South Asian government, academic, and tourism industry training institutions for developing the quantity and quality of human resources needed for the sustainable development of tourism destinations along the priority tourism circuits of the subregion.
41. Given this Goal, the strategic objectives of the TA as they relate to HRD and capacity- building will be: » To prepare NTOs to coordinate and manage the experience sharing and knowledge management issues related to the promotion of responsible and sustainable destination development and the development of tourism human resources that meet the needs of these destinations in terms of both quantity and quality. » To develop an efficient and effective system by which training institutions and individual experts may communicate, discuss, and share methods, learning tools, and other knowledge related to institutional and HRD capacity-building in tourism – particularly those models that are specific to the subregion. » To harness both the academic and the private sectors as partners and advocates for capacity building and tourism HRD in the subregion.
Strategy: Subregional experience and knowledge-sharing focused more on educational and training institutions as well as expert trainers-of-trainers, rather than on skills development for individual tourism professionals.
42. The overall approach to achieving these objectives will be to facilitate processes for sharing subregional experiences and knowledge among NTOs, educational institutions, private sector associations, NGOs, international development partners, and independent expert- trainers. The emphasis of these processes will be on best practice models for teaching and training as well as strengthening of HRD-oriented institutions, in relation to destination development and tourism sector growth along the priority tourism circuits of the subregion.
5 Recommended Program/Project Interventions
43. To execute the Capacity-Building Strategy outlined in the previous section, two priority projects are recommended. These projects individually, or in combination with the other, address the three crosscutting strategic concerns of the 2006 SASEC Tourism HRD
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Strategy. At the same time, these projects will facilitate the development and refinement of sustainable training programmers that will support implementation of the Tourism Infrastructure Project. They will also complement the CMTP agenda in relation to enhancing tourism service quality in the priority destinations covered by the Tourism Infrastructure Project.
44. Each of these HRD Projects will be made up of smaller, more specific sub-projects or components. Brief descriptions of the project concepts are presented below. HRD Project 1: Organizing and Preparing NTOs to Manage Tourism HRD Issues.
45. As noted in the 2006 Tourism HRD project, there is a need for focal persons in the NTOs to be the advocates for tourism HRD in their respective countries. However, it is very difficult for one person in the national tourism office to sustain such advocacy working alone. Often the tourism HRD focal person for the NTO also happens to be the tourism official most active in the subregional tourism activities. Thus, the HRD focal person will most likely be the focal person for destination marketing, subregional product development and many other cooperative programs.
46. Thus, on their own, the HRD focal persons may not be able to deliver the consistent, continuous attention that the national and subregional capacity building programs require. In addition, as implied in the capacity building framework shown here, the human resource development needs required by the priority destinations will go well beyond the basic tourism and hospitality skills.
47. For these reasons, it is important that the job of advocating for a comprehensive, integrated, and sustained capacity-building program be distributed and shared to other training partners – from the private sector, the academe, the development agencies, as well as the ministries responsible for the management and conservation of natural and cultural heritage.
48. Accordingly, the second component of this project will be to organize and equip these HRD champions with the knowledge to take the lead in planning, coordinating, and executing national action plans for HRD in accordance with the needs of their respective priority infrastructure projects. These action plans will include tourism-specific training priorities as included in the subregional CMTP. However, the long-term training agenda should also be in line with the goal of developing more sustainable and inclusive tourism destinations. For this reason, focal persons from key government agencies and/or development partners responsible for the management and conservation of cultural and natural heritage should be included in the core group of HRD champions » HRD Project 1.1: Championing Tourism HRD in South Asia - This component is intended to identify, organize, and strengthen a core group of advocates representing the multi-sectoral perspectives on developing human resources and institutional capabilities needed to develop destinations and local tourism industries in a sustainable manner. Including the NTO focal person for capacity building, these advocates will take lead in advocating for sustained investment in tourism training, education, and research in their respective countries. They will also coordinate with their counterparts across South Asia in building a subregional knowledge base of training courses, teaching methodologies, and learning tools specific to the region. » HRD Project 1.1: Developing Local Capacity Building Action Plans – This component will provide technical assistance so that the executing and implementing agencies in each participating country may draw up specific action plans for human resource development appropriate to their respective projects (in addition to the Project Management Training already programmed under the loan projects). The core team of
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national advocates for tourism HRD will serve as the coordinators for this component and will initiate the in-country action plans with a Training Needs Analysis conducted in coordination with the local private sector and academic partners. » HRD Project 2: Subregional Experience and Knowledge Sharing in South Asia Tourism – this project will be made up of two related components. The first component is a calendar of subregional experience and knowledge sharing sessions where focal persons from each participating country can learn about the latest tourism development issues, best practices, and technologies from subregional experts as well as best practice cases from other regions around the world. » HRD Project 2.1. Subregional Experience and Knowledge-Sharing Learning Sessions in Tourism. Funding will be provided to support the organization of themed subregional learning sessions such as workshops and study tours where representatives of implementing and executing agencies for the various South Asian tourism projects can come together to discuss and learn – from each other as well as from regional and international experts – best practice approaches and solutions to their respective tourism concerns. The curriculum of themes to be discussed in each workshop will be confirmed by the TWG, and will reflect the important destination development issues related to the implementation of the South Asia Tourism Infrastructure Project. Based on preliminary feedback during the initial mission for this TA, prospective workshop themes may include: Managing tourism in monumental cultural heritage and (Buddhist) pilgrimage sites Promoting and developing sustainable tourism to the Himalayas Cross-border facilitation issues in Regional Tourism HRD and Institutional Development for Community-based Tourism Organizational Development for National and Local Tourism Organizations Strengthening Private Tourism Industry Associations for Sustainable and Responsible Tourism Capacity building for Tourism Education and Training Institutions in South Asia. Other themes to be suggested during the feedback process for this discussion paper. Study tours where participants can have concrete opportunities to see first-hand, as well as engage their subregional peers in face-to-face exchanges of experiences in implementing and managing sustainable tourism projects will be encouraged. With regard to experience sharing in heritage site management, study tours to Sri Lanka, where the state of culture heritage site management is relatively advanced, are recommended. On the aspect of natural heritage site management, Nanda Devi National Park in Uttarakhand, India could be a “best practice” destination, while Chitwan National Park in Nepal is recommended as a study tour destination that offers more opportunities to encounter and discuss site management issues that are more typical across the different countries in South Asia.
49. For each of the approved themes, lead institutions will be identified and given responsibility for the planning, organization and running of their respective subregional workshops. Additional funding and technical support, appropriate to the workshop themes, may be solicited from international donor agencies or nongovernmental organizations (NGO) with interests in these themes. » HRD Project 2.2Establishing the South Asian Network for Subregional Experience and Knowledge Sharing in South Asia Tourism. Seed funding will be provided to set up a Web-based knowledge and library network for capacity building resources in South Asia. The electronic and printed knowledge products will be stored in web sites and
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physical libraries hosted by academic institutions or research centers designated by the lead agencies for implementing the subregional project components in each country. Among other knowledge products, outputs and materials from the subregional workshops will be made available on the network for non-participants to access after the workshops have concluded. The in-country resource centers will be linked, as a Network, with a central website (most probably the site hoste by the lead country for the HRD component of the Project) that will serve as the Subregional hub of experience and knowledge sharing Internet site for South Asia. This knowledge base will be made available to subscribers from subregional NTOs, tourism industry associations, academic institutions, NGOs, development partners and other stakeholder groups. The site will also be the venue for continuing the discussions and networking opportunities from the subregional knowledge-sharing workshops. Seed money for at least one year will be provided for a group to operate and manage the site, including moderation of regional online forums. The appointed group will be encouraged to develop subscription or marketing models for generating operating capital beyond the term of the initial seed money.
50. The expected outputs and required activities for the two main projects are summarized below.
Project Expected outputs Required activities » Identification of tourism HRD champions and » Core working group organized in each focal persons in each participating country participating country, composed of at » Conduct of national training needs analysis least four HRD champions representing (TNA) to determine HRD enhancement the NTO, academe, private sector, and programs to support the implementation of the public resource management office. HRD1. subregional tourism circuits in each country. » Capacity development plan in HRD policy Championing » Development and implementation of and programming developed and Tourism HRD subregional capacity development action for implemented as a subregional project for tourism HRD champions. in South Asia the national working groups » Organization of subregional workshops and/or » Country-specific capacity building plans to study tours for the HRD core advocates. complement the implementation efforts for the Tourism Infrastructure Projects in » Development of short-term capacity-building each member country action plans to enhance the capabilities of the implementing and executing agencies » Identification and finalization of priority knowledge-sharing themes for the subregional workshops » Two-year curriculum of subregional » Identification and designation of the academic experience and knowledge sharing or research institutions to serve as national workshops developed; implementing HRD2. knowledge and experience sharing centers. agencies and host countries identified; Subregional » Confirmation of host countries and lead prospective funding partners secured. Experience and organizers for each of the subregional
workshops Knowledge- » Establishment of web-based network of » Confirmation of project partners for each Sharing tourism trainers and knowledge-builders; workshop from member governments, site manager/administrators appointed; Workshops international development agencies or network membership formalized, with international NGOs responsible officers confirmed. » Commissioning of lead agency/consultant responsible for instituting and managing the web-based network and knowledge base.
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6 Implementation Arrangements
6.1 Timing and phasing
51. Project implementation will commence as soon as the updated strategy is approved. The first steps will be to organize the core tourism HRD groups in each country, and to confirm the themes for subregional knowledge sharing workshops. Confirmation of the host countries, organizers, and sponsoring partners for each of these workshops should follow immediately.
52. This first phase – involving the identification and confirmation of the implementing agencies for each project – should be completed in the 3rd trimester of 2010. The respective implementing groups will confirm subsequent work activities. The activities shown here are suggested milestones that may be modified by the implementing units, with approval from the NTOs.
2010 2011 3rd 4th 1st 2nd 3rd 4th Projects trimester trimester trimester trimester trimester trimester 2010 2010 2011 2011 2011 2011 HRD 1.1. Championing Creation of Knowledge-Sharing Workshops Tourism HRD in South Core Groups and/or Study Tours Asia Call for HRD 1.2. Developing Approval and Development Proposals Local Capacity Building release of of HRD from Core funding Action Plans Plans Groups Confirmation HRD 2.2. Subregional Monitoring of hosts, Marketing, Organization, and Conduct of the Knowledge-Sharing Planning and organizers, Subregional Workshops Evaluation Workshops in Tourism and partners HRD 2.2. Establishing Organizing and Confirmation the South Asian Network Site development and promotion membership of partners for Knowledge Sharing drive
6.1.1 Public institutions role
53. Main roles are: » Build up the public sector role in tourism HRD to integrate the NTOs work with those of other government units » The NTOshould generally be more concerned with HRD issues related to raising the standards of hospitality and tourism services, destination marketing, and providing technical tourism assistance to other government agencies engaged in destination development. » Cultural and natural resource management agencies or ministries will take the lead on training and education related to physical planning, heritage conservation, and managing the negative physical and social impacts of tourist traffic. » The NTO should lead the core working in advocating for continued public investments in tourism HRD.
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6.1.2 Academic Institutions
54. Main roles are: » Currently responsible for implementing and developing training courses for professional hospitality and travel/tourism services. » Academic institutions need to take an active role in championing tourism training and education because they are the only stakeholders who are involved in HRD on a full-time basis. Over the long-term, they will be primarily responsible for sustaining the advocacy effort related to building tourism training, education, and research capacities in their respective countries, as well as in the sub-region as a whole. » Most of the identified tourism institutions focus on hospitality education and travel industry management. There is a need to bring in relevant academic departments such as Archaeology, Forestry, Biology, Geology, etc. as additional partners for developing sustainable tourism development training materials and courses. » Academic institutions, not limited to tourism specialists, are the likely candidates to take lead roles in organizing the various subregional knowledge-sharing workshops. » Long-term, the subregional academic sector in tourism will need to be upgraded so that it can perform other important services other than basic tourism training.
6.1.3 Private institutions role
55. Main roles are: » Private tourism enterprises can be the sources for cutting edge techniques for quality tourism service standards, as well as for human resource development » Increasing recognition of the concepts of corporate social responsibility (CSR) as well as triple-bottom-line approaches to tourism management can make it easier to market participation in the subregional efforts to the private sector. » There is a need for long-term institution building efforts for national and subregional travel trade associations. On-going efforts to develop a subregional network of tour operator associations can be an opportunity for the overall cooperative effort in tourism.
6.2 Resourcing framework
56. Key elements of the resourcing framework include: » Some of the initial funds for organizing the Subregional Experience and Knowledge Sharing workshops will be sourced from the RETA. However, international development partners and NGOs already actively involved in South Asia, along some of the key knowledge themes, will also be approached for funding and technical support for specific workshops. » Host countries may also provide counterpart resources for the organization of the workshops. » Seed money may be considered to start up the web-based knowledge network. However, the terms of reference for the firm or consultancy who will design, implement, and manage the site will require the group to develop financing models that can make it a self-sustaining operation after the initial period of seed funding.
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