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Final Report

2018

The Swisscontact WISATA II programThe WISATA program funded by the Swiss State Secretariat for Economic Affairs (SECO) originally started in 2009 covering only the island of Flores. Due to the success of the first phase, it was decided that a second phase of the program should start in June 2014, cover-ing there additional destinations. Through this second phase, the approach which was suc-cessfully developed and applied in Flores is disseminated. WISATA, as a landmark program, is carried out in close cooperation with the Indonesian Ministry of Tourism and Creative Economy. The main goal of the program is to contribute to economic development through sustainable tourism, which creates employment and income to improve the livehood of the local population.

To achieve its goal, the program works in several main areas, as described below:

• Destination Management Organization• Marketing• Linkage

• Attraction Management• Agriculture Supply Chains• Handicrafts Productions

• Vocational Education• Higher Education

• Local Planning• Solid Waste Management

• Business Association and Enterprises• Improving Service Quality

Destination Management, Marketing, and Networks

Community Involvement

Formal Tourism Education & Training

Government Support

Business Development

WISATA II - Final Report 01.06.2014 – 30.06.2018 i

Table of Contents

Abbreviations ............................................................................................................... ii

1 Key Project Data .................................................................................................... 3

2 Executive Summary .............................................................................................. 3

3 Introduction ........................................................................................................... 5 3.1 WISATA II Program .................................................................................................................................... 5 3.2 Destination Brief .......................................................................................................................................... 7 3.3 Macro Level Analysis of Indonesia and the Tourism Sector ....................................................................... 9

4 Project Results .................................................................................................... 10 4.1 Destination Management .......................................................................................................................... 14 4.2 Destination Marketing ............................................................................................................................... 18 4.3 Tourism Associations and Businesses ...................................................................................................... 20 4.4 Community based Tourism ....................................................................................................................... 24 4.5 Government Support and Pilot Projects .................................................................................................... 29 4.6 Higher Education ...................................................................................................................................... 32 4.7 Vocational Education (SMKs) ................................................................................................................... 34 4.8 Dissemination of Experiences ................................................................................................................... 36

5 Sustainability ....................................................................................................... 38 5.1 Measures to enhance project sustainability .............................................................................................. 38 5.2 Status of exit strategy implementation ...................................................................................................... 40

6 Risks..................................................................................................................... 41 6.1 Political risk ............................................................................................................................................... 41 6.2 Development Risk ..................................................................................................................................... 41 6.3 Reputation Risk ......................................................................................................................................... 43 6.4 Financial risks ........................................................................................................................................... 43 6.5 Environmental and social risks .................................................................................................................. 43 6.6 Risks relating specifically to the tourism sector ......................................................................................... 44

7 Lessons Learned and conclutions .................................................................... 45

Annexes ..................................................................................................................... 47

ii WISATA II - Final Report 01.06.2014 – 30.06.2018

Abbreviations AKPAR Akademi Pariwisata in Makassar

(Tourism Academy under MoT)

APBD Anggaran Pendapatan dan Belanja Daera District Revenue and Expenditure Budget

ASEPHI Association of Exporters & Producers of Indonesian Handicraft

ASITA Association of the Indonesia Tour & Travel Agencies

ATF ASEAN Tourism Forum (Travel trade show)

Bappeda Badan perencanaan pembangunan daerah, Regional planning agency

BBTF Bali & Beyond Tourism Fair, Bali

BLH Badan Lingkungan Hidup Local Environment Agency

BMO Business membership organization

BOP Badan Otorita Pariwisata / Tourism Authority

BPOM Badan Penelitian Obat dan Makanan National Agency of Drugs and Foods Controls

BP Business Plan

BPPD Badan Promosi Pariwisata Daerah local Tourism Promotion Agency

BPS Biro Pusat Statistik, Bureau of Statistics Indonesia

CBT Community Based Tourism

CoCo WISATA Community Caching Program

CTDS Center for Tourism Development Studies at STPB

Dinas P3 Dinas Pertanian, Perkebunan dan Peternakan

Dinkes Dinas Kesehatan

DMO Destination Management Organization

DPRD Dewan Perwakilan Rakyat Daerah, Parliament of district government

EDCO Economic Development Cooperation of SECO

EDM External Destination Marketing

FasLok Local Destination Fasilitators assigned by MoT

FasDes National Destination Fasilitators assigned by MoT

FGD Focus Group Discussion

FKPP Forum Komunikasi Pengembangan Pariwisata Communication Forum for Tourism Development

FTKP Forum Tata Kelola Pariwisata Tourism Governance Forum of MoT

FTMP Flores Tourism Master Plan

HEI Higher Education Institutes

HKWK Himpunan Kelotok Wisata Kumai Association of traditional boat operator

HSWK Himpunan Speedboat Wisata Kumai Association of Speedboat operator

HoCo WISATA Hospitality Coaching Program

HPI Indonesian Tourist Guides Association

HRD Human Resource Development

IDD Internal Destination Development

INFEST EU project “Innovative Indigenous Flores Ecotourism for Sustainable Trade”

ITB International Travel trade show Berlin

KPK Komunitas Peduli Kebersihan Private cleaning initiative

KSPN Kawasan Strategis Pariwisata Nasional National Strategic Tourism Regions

M&E Monitoring and Evaluation

MoHA Ministry of Home Affairs

MoT Ministry of Tourism

MoU Memorandum of Understanding

MP3EI Indonesia Master Plan of Economic Development Acceleration

MTR Project Mid-Term Review

NTT Nusa Tenggara Timur

ODTV Obyek Daya Tarik Wisata - Tourist Attraction

OFI Orang-utan Foundation International

P4TK Vocational Teacher Upgrading Center

PATA Pacific Asia Travel Association

PERDA Peraturan Daerah, local regulation

PGSP UNDP - Provincial Governance Strengthening Program

PHRI Indonesian Hotel and Restaurant Association

PoltekPar Politeknik Pariwisata – previously AKPAR Tourism Politechnicum under MoT

Pokdarwis Kelompok Sadar Wisata Tourism Awareness Group for CBT

POKJA Kelompok Kerja, Working Group

Puslit Pusat penelitian

Renstra Rencana Strategis, Strategic Plan

RIPDA Rencana Induk Pengembangan Daerah, local Development Master Plan

RIPPARDA Rencana Induk Pengembangan Pariwisata Daerah, local Tourism Development Master Plan

RIPPNAS Rencana Induk Pembangunan Pariwisata Nasional National Tourism Development Master Plan

RKT Rencana Kerja tahunan, annual work plan

RPJMDes Rencana Pembangunan Jangka Menengah Desa Village Mid-Term Development Plan

RT Rukun Tetangga, Neighborhood is the division of regions under the RW

RW Rukun Warga, Pillars is a division of region under the Village (Kelurahan)

SECO State Secretariat for Economic Affairs, Switzerland

SK Surat Keputusan, Decree from head of district of province

SKKNI Standar Kompetensi Kerja Nasional Indonesia, national working standards of Indonesia

SKPD Satuan Kerja Pemerintah/Perangkat Daerah Local Government Work Unit

SME Small and medium enterprise

SMK Sekolah Menengah Kejuruan / Vocational School

STP Sekolah Tinggi Pariwisata - Institute of Tourism

SWM Solid Waste Management

TCA Tour Cook Association

TIC Tourist Information Center

TMO local Tourism Management Organisation

TN Taman Nasional / National Park

ToR Terms of Reference

ToST WISATA Tourism Skills Training moduls

ToT Training of Trainer

UGM University Gadjah Mada, Yogyakarta

UKI Toraja Universitas Kristen Indonesia Toraja

UPH Post Harvesting Processing Unit in Bajawa

UPTD Unit Pelaksana Teknis Dinas, Technical Implementation Unit

VITO Visit Indonesia Tourism Office

WISATA Indonesia word for travel, used as project name

WISSPRO WISATA Sister School Program

WITIP WISATA Teacher Internship Program

WPDA Wakatobi Professional Divers Association

WTF World Tourism Forum, University of Lucerne

WTM World Travel Market (London)

WTTC World Tourism & Travel Council

YPO Yearly Plan of Operation, annual plan

WISATA II - Final Report 01.06.2014 – 30.06.2018 3

1 Key Project Data

Program Title WISATA II Tourism Development for Selected Destinations in Indonesia

Program Phase 01.06.2014 - 30.06.2018

Reporting Period 01.06.2014 – 30.06.2018

Local Phase Budget / Expenditures CHF 5,409,626.- final figures not yet available

2018 local Budget / Expenditures CHF 747,496.- final figures not yet available

Program Goal Increased income and employment in selected tourism destinations

Program Impact Increased competitiveness of selected tourism destinations

2 Executive Summary The WISATA programme, funded by the Swiss State Secretariat for Economic Affairs (SECO), originally started in 2009 covering only the island of Flores. Due to the success of the first phase, it was decided that a second phase of the programme should start in June 2014, covering three additional destinations (Toraja, Tanjung Putting, and Wakatobi). Throughout this second phase, the approach, which was successfully developed and applied in Flores, was circulated. WISATA was carried out in close cooperation with the Indonesian Ministry of Tourism and in line with the national tourism development programme. The main goal of the programme was to contribute to economic development through sustainable tourism in order to create employment and income that can improve the livelihood of the local population.

By the end of 2017, international arrivals in WISATA’s target destinations increased by 65.3% compared to 2014. However, the average Length of Stay of visitors has declined by -20.3 %. Such a decline happend throughout Indonesia. Probable reasons are the European economic crisis (Europe is one of the biggest target markets), competition from other destinations, lack of infrastructure, and the long distance. On the other hand, the average daily spending has increased by 59% or USD 116.6/day. Overall, tourist satisfaction in all supported destinations has increased by 11% compared to the start of WISATA II. The perceptions of local key stakeholders’ in the 4 target destinations regarding changes due to tourism presence has positively increased by +23.9%.

After 4 years of implementation, WISATA II programme has achieved very good results in most components, such as marketing and promotion, services quality improvement, community-based tourism and education. Others, as destination management and direct government support have mixt results. For destination management, WISATA initially supported the empowerment of DMOs as an organisation. After the mid-term review in 2016, the support was slightly adjusted and focused on DM functions and networks. Support to local Government(s) included the development of local Tourism Development plans and other initiatives such as: introducing Strategic Visitor Flow as a destination assessment tool, piloting under Solid Waste Management Plastic Reduction and Bring Back your Waste Initiatives, supporting local stakeholders in the implementation of the national sustainable destination standard and carrying out impact studies.

For Destination Management, the organisations of Flores, Toraja, and Wakatobi are well established and accepted by local stakeholders. However, Tanjung Puting faced difficulties, as stakeholders are often engaged in internal conflicts. Most destination management functions have well improved at different levels. Two DM functions, 1) research and planning and 2) partnership and team building, are depending on the political will of the local government and are still in an initial stage. To reflect WISATA’s initiative in supporting DM organisation and functions, a stakeholders’ opinion assessment was conducted regarding DM approaches and performances. The results showed that overall the presence of DMOs and capacity building to improve DM functions as offered by WISATA, was definitely needed. They underlined the importance of bridging and harmonising national, sub-national and district policies and to improve the relationship with the private sectors.

For Destination Marketing, in all four targeted destinations a sole branding exists and is applied. However, for Toraja and Tanjung Puting the intellectual property rights of these brands are still in progress. All destinations have online and offline marketing channels, which are used by 23% of local hospitality businesses (restaurants, accommodations, and tour/dive operators) overall target destinations. Marketing and promotion activities have been done well in all targeted destinations except Tanjung Puting, where the FTKP (DMO) is rather inactive. The management of marketing activities has been done through working groups (Pokja) in Toraja and Wakatobi, and in Flores by DMO own staff, running all marketing and promotion activities independently. All destinations participated at national and international trade fairs, organised familiarisation trips, and established a client and partner network. They all are linked to at least three VITO offices. Through various trainings, in cooperation with

4 WISATA II - Final Report 01.06.2014 – 30.06.2018

the Flores DMO, DMO members of the other destinations improved their marketing competences, which enables them to independently maintain activities in the long run.

Tools and training programmes for Service Quality Improvement (SQI) were developed and are available and offered in all target destination. The programmes include, (1) the Hospitality Coaching Programme (HoCo) with 3 modules, and (2) Tourism Skills Training (ToST) Programme with 6 training themes. In order to implement these SQI offers, Local Service Providers (BDS) in all target destinations were selected and coached. Local Resource Networks (LReNs) were built up and strengthened under the management of the selected BDS. At the end of the project, all SQI offers (Tools and Trainings) were successfully handed over to the supported service providers and all LReNs are fully operational. The number of local hospitality businesses that have used SQI offers up until the end of the project exceeded the target of 15% per destination. In order to support the BDS’ financial sustainability, and to acquire additional financing to implement the training offers in the long-run, members of the management of the service providers in each target destination were trained in establishing a training financing plan. The local governments in all target destinations gave positive feedback for the services proposed by the BDS and the BDS may become a partner of the government in the implementation of these programmes.

Community Based Tourism or CBT requires a sensitive, long-term involvement with individualised trainings and coaching sessions. To improve such processes, the Community Coaching (CoCo) Programme was developed including 4: a) Community Organisation, b) Financial Literacy, c) Homestay Management for Community Organisations and Owners, and d) Local Products Development. All these modules have been rolled out and implemented with 6 selected CBT groups and 2 local producer groups. In Flores, the CBT group of Bena in Ngada, Sanggar Biliran Sina in Sikka, and the CBT group of Waturaka in Ende, have generating generated substantial income through CBT. In Tanjung Puting, the CBT group of Lopus generated an income with various offerings and in Toraja, the newly formed CBT group of Sesean Suloara’ has been able to run some basic functions in managing their attractions. In Wakatobi, three committees of CBT groups, namely CBT Liya Togo, CBT Kulati, and CBT Limbo Langge have improved their performances indicated by 1) organisation management in place, 2) visited by/attracted more visitors, and 3) income increase. Compared to the beginning of WISATA, all the current incomes of the groups has substantially increased.

5 out of 14 district governments, where WISATA operated, have been assisted in local tourism development planning (RIPPDA) and initiatives related to a future sustainable destination. These districts include Wakatobi (RIPPDA), Ngada (RIPPDA and study on tourism impact), Ende (initiative on sustainable tourism destination), Manggarai Barat (study on tourism impact), and Toraja Utara (initiative on sustainable tourism destination). With regard to environment protection/mitigation measures, WISATA focused on 3 main components: 1) Stakeholder support in planning of better SWM practices, 2) Pilot projects with communities/Tourist attractions (ODTW) with a focus on improving SWM with methodologies suitable for replication in other ODTW, including Code of Conduct, and 3) Initiatives for the reduction of single use plastics. Government, communities, DMOs, associations, and private tourism stakeholders have been actively involved in this process. The initiatives in all 4 destinations resulted in an increased awareness of local government and tourism stakeholders, increased ability to understand related issues and needs and a stronger engagement of businesses. DMOs and local governments are now able to tackle these issues. In pilot activities like Plastic Reduction Initiatives (PRI) and Bring Back your Waste (BBW), more than 60 local businesses participated.

WISATA supported 9 Vocational Tourism Schools (SMKs) in target destinations. There common shortcomings included a weak school management, the gap between existing curricula and industry’s needs, missing or under-equipped laboratory facilities for practical in-house training, lack of quantity and competence of teachers, and weak or non-existent relationships and cooperation with the industry. These challenges were addressed in the WISATA VET Improving Concept, including Sister School support, Teachers Internship, Industries’ Teaching, as well as Career Centres for students. All 9 supported SMKs have successfully improved some of their laboratories and developed cooperation with industries inside and/or outside their area. Teaching material covering local content was successfully developed in Tanjung Puting, Wakatobi, and Flores. Tracer studies at all schools have shown that employability of the graduates has improved and exceeded 75% in 2014/2015 and 2015/2016.

In higher education WISATA cooperated with the three institutions under the Ministry of Tourism: STP Bandung, STP Bali, and Poltekpar Makassar. The Destination Management curriculum was approved by the Indonesian Ministry of Research, Technology and Higher Education (MENRISTEK) through Regulation No. 15/2017. This curriculum has been applied by STP Bali and another institution (Universitas Kristen Satya Wacana) in 2017/2018, STP Bandung and Poltekpar Makassar will apply it in the academic year 2018/2019. All 3 supported higher education institutions have managed to continue their partnerships with international institutions, e.g. including WTF Lucerne, DHBW Loerrach, and NHTV Breda. CTDS of STP Bandung has managed to organise short trainings on Destination Management for Professionals and offer performance analysis (exit survey) to MoT and interested destinations.


Reflecting on WISATA’s works and achievements, the main challenge has been the financial sustainability of the DMOs that need to be followed-up. On the local government and even the Ministry, there is positive feedback to adopt and implement several programmes and initiatives, for example HoCo, TosT, CoCo, DM Curricula, and Teachers Internship. With the end of the project by End of June 2018, WISATA has finalised all open activities and provided capacity building to all beneficiaries as needed. However, it is necessary for all central and local Governments, private sectors, associations/organisations to become active partners in order to continue the sustainable development of tourism in the all 4 target destinations.

3 Introduction

3.1 WISATA II Program

The WISATA program funded by the Swiss State Secretariat for Economic Affairs (SECO) originally started in 2009 covering only the island of Flores. Due to the success of the first phase, it was decided that a second phase of the program should start in June 2014, covering three additional destinations. Throughout this second phase, the approach which was successfully developed and applied in Flores is being circulated. WISATA is carried out in close cooperation with the Indonesian Ministry of Tourism. The main goal of the program is to contribute to economic development through sustainable tourism; this creates employment and income to improve the livelihood of the local population. The project has three components including:

I. Strengthening the competitiveness of selected tourism destinations

II. Strengthening tourism education and training in Indonesia

III. Identifying, sharing and mainstreaming lessons learnt into policy making

Program implementation has been done in phases to ensure a structured realisation and phasing out process:

Initiation (2014): new destinations have been analysed in-depth in collaboration with stakeholders and an overall activity plan, including result chain and monitoring plan were developed.

Development of projects and services (2015): instruments and tools were developed and/or adapted. Program staffs developed together with the DMOs, the interventions, products, and services. This process was on-the-job training which made local stakeholders familiar with the processes of planning, implementation, monitoring and evaluation. Products and services developed during this time intended to be also a source of future income.

Continuous development and implementation (2016): a strong focus was the development of new capacity building packages and a local Resource Networks benefiting local businesses partners and stakeholders.

Implementation and consolidation (2017): during the current period, program partners and stakeholders are mainly coached to become financially and institutionally independent. The program coaches the DMOs/FTKPs and other partners and at the same time hand-over more and more responsibilities to the DMO.

Phasing-out (2018): during this final stage, the program support will gradually decrease and eventually be completed. The focus will be on back-stopping program partners to reach full independence and completing activities. Capitalisation and final dissemination of experiences to the MoT, provinces and districts to ensure that Approaches and Tools are further used and implemented on all levels will be conducted in parallel with closing down program structures and demobilisation of team until the end of June 2018.

When the 2nd phase started, the MoT changed its DMO concept to a Forum like approach with new guidelines. This change impacted local stakeholders in all destinations, creating confusion and uncertainty about their roles. MoT started its transformation exercise in a few locations and created the so called FTKPs. Wakatobi was one of these destinations. In Flores, MoT focused on the local organisations (TMOs) only. The process is not finalised yet and, in some districts, stakeholders are not interested. In other destinations, like Tanjung Puting, the process became even more difficult due to local stakeholders becoming completely unmotivated. This also impacted our program; it took a long time to build up trust, thus resulting in a delay of many activities.

In May 2016, there was a Mid-Term Review of the project with the primary task to assess progress and to see whether any amendments concerning logistics, work plans, and budgets were required for achieving the anticipated results. The findings of the MTR were generally positive, with some recommendations of adjustments for the projects and some important remarks regarding the policy dialogue with MoT. As a first step, the Log Frame has been adapted to the real situation and will be the base for further planning and implementation.

In general, the project is well on its way with many innovations, especially in capacity building and community involvements through CBT. The Solid Waste Management project became a bit of a pioneer in Flores, with its SWM Road Map and its different pilots such as Plastic Reduction and Bring Back your Waste initiatives that are now also being rolled out in the other destinations (starting with Toraja).


Figure 1 - WISATA II coverage areas

2009 - 20142014

Initiation

2015 Development of

projects & services

2016 Continuous

development & implementation

2017 Implementation &

consolidation

2018 Phasing-out

WISATA I WISATA II The 2nd phase expands to 3 additional selected destinations therefore the work areas cover Flores, Toraja, Tanjung Puting, and Wakatobi. The program includes support to education sector including 7 vocational education schools for tourism in all destinations and 3 higher education institutions in Bandung, Bali, and Makassar.


3.2 Destination Brief

Flores Tanjung Puting

Flores is most famous for two internationally renowned attractions, the Komodo National Park and Kelimutu National Park. The Komodo National Park has been declared a World Heritage Site by UNESCO since 1986, and Lonely Planet awarded Flores the 8th Best Region to Visit in 2015. In 2016, Pesona Indonesia awarded Kelimutu the Most Favourite Highland Destination, and awarded the exile house of Soekarno as the best history tour in Indonesia.

More than 500 businesses (accommodation, tour operators, restaurants, dive shops and art shops) exist on the whole island to serve visitors. As Labuan Bajo became one of the 10 prioritised destinations in Indonesia, the central government has given support with infrastructure development and the instalment of a Badan Otorita Pariwisata (Tourism Authority Board). All three main airports in Maumere, Ende and Labuan Bajo have been upgraded. Nowadays, the Komodo Airport is able to receive larger planes like Embraer or Boeing types as well as propeller-based airplanes. Since December 2016, the airport in Labuan Bajo has a direct connection to Jakarta and in the future, it will also have flights from abroad. The government has also improved: roads, public facilities, water & electricity supply, waste management, relocation on container ports, immigration, hubs for cruise ships, academic/university tourism, and other tourism services.

Most of the visitors come to Tanjung Puting National Park and explore the site by kelotok (small boats). This national park has been chosen as World’s Biosphere Reserve by UNESCO since 1977. It is recognised as home to the endangered species, orangutans. Visitors that visited Tanjung Puting also visit Bugamraya, Tanjung Keluang Natural Park, Yellow Palace, and event other districts near Kotawaringin Barat.

The government support tourism in Tanjung Puting is improving, particularly in Lamandau district, for instance in the development of Lopus and Tapin Bini as a tourism village. Some activities have been conducted such as Festival Balayah Lanting, Babukung, and familiarisation trips.

In the 1st semester of 2017, Kotawaringin Barat Tourism Office recorded 67.5% increase of international visitors (4,329) compared to the same period in 2016 (2,583). The number of national visitors has also increased to 34,258 visitors, which is 22.19% higher than the 1st semester 2016 of 28,036 visitors. 1

1 http://nasional.indopos.co.id/read/2017/08/22/107764/Kunjungan-Wisman-Melesat-Tajam-Bupati-Kobar-Galakkan-Jumat-Bersih, 22 Aug 2017.


Toraja Wakatobi

The area of Toraja is located in South Sulawesi and includes two districts, Tana Toraja and Toraja Utara. The main draw for tourists in Toraja is its distinct culture.

In the first semester of 2016, the visitor numbers for Toraja increased. The Government of Indonesia hopes to double visitors’ arrivals by 2019. Both local governments of Tana Toraja and Toraja Utara decided to put tourism as a leading sector for the region. Besides the well-known cultural tourism and grave tours, new potential attractions were developed such as: natural sites, food & beverage, as well as lodging businesses. New restaurants, accommodation and an adventure tour operator have been established as well. Furthermore, Toraja now has flights to and from Makassar to Palopo, Luwu Regency (a two-hour drive from Toraja) from Monday to Saturday. However, Toraja still has challenges in accessibility and development. The governments’ main tasks are improving access to the area, particularly by expanding Pongtiku Airport and completing the construction of Buntu Kunik Airport.

WISATA supported Toraja Utara district to implement national sustainable standards as part of the national program of MoT. Under this initiative, the Toraja Utara district won Indonesia Sustainable Tourism Award (ISTA) as the third-place winner in the Cultural category. After ISTA, the Toraja government will aim to get Indonesian Sustainable Tourism Development certification.

Most tourists come to Wakatobi for diving. Due to the high-end, Wakatobi Dive Resort, the destination is perceived as luxurious and expensive. However, leaving aside the luxury resort, the other tourism facilities in Wakatobi, such as accommodations or dive operators lack quality in their facilities, staff training and day-to-day operations, resulting in disappointed visitors that come with high expectations. Furthermore, accessibility to the destination continues to be limited and time consuming, as merely one or two flights are offered: the indirect flight from Makassar via Kendari to Wangi-Wangi and the direct flight from Makassar to Wangi-Wangi. The destination is also accessible via boat from Kendari or Baubau, but it is even more time consuming.

The Ministry of Tourism selected Wakatobi as one of the ten priority regions with a tourism authority body (BOP) to push tourism development. Besides the FTKP as a coordinating body in Wangi-Wangi, there are now different island based Working/Tourism Groups (IWGs) which link the tourism development between the district and the islands, as well as act as a marketing agency. The local government and tourism stakeholders are aware of the need to develop and promote alternative attractions to attract more visitors and increase the involvement of stakeholders. Therefore, potential new attractions such as Tourism Villages could be offered, as well as local products that are being supported in their development by the new government. Additionally, there are some newly established hotels, resorts, and dive operators in Wangi-Wangi, Kaledupa, and Tomia.


3.3 Macro Level Analysis of Indonesia and the Tourism Sector

Statistics of Indonesia Gross Domestic Product (GDP) in 2005-2009 and 2010-2015 showed an increase from 5.62% to 5.63%. However the average GDP significantly went down to 5.05% in 2016-2017. There are several factors that explain this economic slowdown2: sluggish global economic growth, falling commodity prices, Bank Indonesia’s high interest rate environment, politics of Indonesia, and bleak household consumption.

For 2017 as a whole, GDP growth rose to 5.1% from 5.0% in 2016, the highest in four years. The stronger outturn was partly due to stronger investment and net exports, in line with the continued recovery in commodity prices, strong global growth and international trade flows. For 2018, the real GDP growth is projected at 5.3%. To achieve this, Indonesia needs to spend better especially in education, spend more in priority areas – infrastructure, health, social assistance – and collect more revenues in an efficient, growth-friendly matter to support increased spending.

Even though growth projections remain positive, the current political, security, and socio-economic capture risks and uncertainties that affect the investment climate of the country. This is due to the upcoming regional and national election. In 2018, 171 administrative regions will simultaneously hold gubernatorial and mayoral elections, follow with Presidential election in 2019. The Indonesian government might be able to achieve their economic growth targets, but unless they address some of these core issues domestically, the country’s growth will be met with multiple obstacles in the near future.

From the tourism sector, the Government of Indonesia started with its new strategic development plan with quite high targets of international visitors since 2016. To reach these targets, MoT introduced the strategy of the new 10 Bali, focusing on selected destinations by introducing a so called Badan Otoritas Pariwisata, or one Destination – on Management. For the selected destination, this focus has quite some impact since their visitor targets have been defined as well.

In full-year 2017, Indonesia welcomed a total of 14.04 million foreign visitor arrivals, a new record high and up 21.9 percent year-on-year (y/y) from 11.52 million foreign visitor arrivals in the preceding year3. However, this achievement is below the target of 15 million foreign visitor arrivals in 2017. Indonesia would have exceeded this target provided there was no volcanic activity at Bali’s Mount Agung. The Mount Agung eruption shows that it is important for Indonesia to develop other tourist areas across the Archipelago.

The central government is aware of this issue and is therefore promoting investment in ten priority tourist destinations. Thus, within the next two years, the government seeks significant growth in foreign tourist arrivals and therefore needs major investment in infrastructure and tourist facilities to be able to attract the 20 million foreign tourists by 20194. It is estimated that about USD $10 billion is needed for infrastructure development - such as roads, ports, airports, and electricity - in the ten priority tourist destinations, while the remaining USD $10 billion is needed to build all tourism facilities that are needed by tourists.

An expert of Indonesian Tour and Travel has been pessimistic despite the good growth of foreign visitors after the Mount Agung eruption. According to this expert, foreign visitor arrivals in Indonesia are still too volatile and therefore may not meet the government’s target of welcoming 17 million tourists in full-year 2018 can be achieved. This pessimism could be addressed as Indonesia has been appointed to host three international events: the 2018 Asian Games in Palembang, South Sumatra, and Jakarta; the 2018 Annual Meeting of the International Monetary Fund (IMF) in Bali; and the 2018 Annual Meeting of the World Bank in Bali. These events are expected to have 15,000 participants from across the globe, thus, at least 30,000 people, including tourists are expected to travel to Bali in 2018. These people will have the potential to visit other destinations beyond Bali and are encouraged to visit the new 10 Bali.

2 https://www.indonesia-investments.com/finance/macroeconomic-indicators/gross-domestic-product-of-indonesia/item253 3 https://www.indonesia-investments.com/news/todays-headlines/tourism-in-indonesia-2017-target-not-achieved-due-to-agung-eruption/item8564, 5 Feb 2018 4 https://www.indonesia-investments.com/culture/culture-columns/tourism-industry-indonesia-gov-t-seeks-20-billion-of-investment/item8518, 20 Jan 2018


4 Project Results

Based on the LogFrame indicators, key results are shown below where the Goals achievements are represented in purple boxes and Outcome achievements are in orange boxes.

GOAL: Contribute to economic development through sustainable tourism which creates employment and income to improve the livelihood of the local population

65.3% Average increase of arrivals

at target destinations

-20.3% Average length of stay

59% Increase of aver. expenditure

+11% Improved tourist perception of

overall destinations quality incl. environmental & cultural aspects

+23.9% Improved perception on tourism

by local key stakeholders

+67.7%* Overall increase of

Tourism Businesses in target destinations

OUTCOME 1

Effective Destination Management and Tourism Services in target destinations are available to improve destinations performance and competitiveness

3 Destination Management bodies

4 Local resources networks are operating in each target destination

23%

of local tour operators and hotels are using destination

marketing channels supported by the project

> 35%

of local hospitality businesses are using service quality

improvement offers in the destinations

100%

New or increase of net income in targeted CBT

group and local producer group

6

Local Governments apply an improved RIPPDA

> 60

Local tourism businesses apply environment

protection/ mitigation measures

OUTCOME 2

Formal tourism education programs of partner institutions better match with requirements and needs of the tourism sector

77%

of graduates from supported SMKs are hired by the private

sector

3

Higher Education Institutions are applying relevant and updated DM curriculum

OUTCOME 3

Project approaches and experiences are used for policy making and program design by Government and other stakeholders

So far, no**

destinations outside WISATA apply at least one tools

and/or approaches developed by the project

* No of people employed in tourism is not available due to the absence of government statistics

** for 2018, the Ministry of Tourism plans to include the training tools (HoCo, ToST, CoCo and DM) in their HR program for the destination and local Government staff In addition, one University (UKSW) outside the program applies the new DM curricula


The report reflects project implementation, based on the Project Document and the logframe as a result of the WISATA mid-term review in 2016. Below is the achievements within the goal level set in WISATA5.

Visitor Arrivals

On average, international arrivals in 2017 in the 4 WISATA supported destinations experienced a 65.3% increase compared to 2014, 16.4% higher than the national average. The average of international arrivals (on a national level) in 2017 was a 48.8% increase compared to 2014. Arrivals for three of the destinations, excepting Tanjung Puting, have increased.

The visitor numbers in Tanjung Puting have dropped since 2015 due to severe land burning around the area of the national park. The numbers got worse in 2016 since tour operators overseas who were linked to local operators couldn’t sell more packages since this notorious event was spread abroad through mass media and the internet. The recovery of visitor numbers has been slow and in 2017, the declined percentage got better as positive and firm actions were carried out directly from the central government. Nevertheless, traveling trends among domestic visitors has been growing in the last 4 years and daytrip packages have been sold in significant numbers since locals in Kalimantan have the curiosity and desire to experience boat leisure and wildlife observation in the national park.

The visitor numbers in the three other destinations have increased due to more and better exposure, both from the international media and travel market linkages. In addition, domestic trends have significantly increased and contributed to this visitor number.

Average Length of Stay

Compared to 2014, the average Length of Stay in 2017 of visitors to the 4 supported destinations have declined by -20.3 %.

In Flores, LoS in both western and eastern Flores is shorter by 1 day. Declines are also experienced in Tanjung Puting, from 3.3 days in 2014 down to 3.0 days in 2017 and in Toraja, a decrease from 4.7 days in 2014 down to 3.04 days in 2017. In Wakatobi, there was a decrease by 1.8 days, from 8.8 days in 2014 down to 7 days in 2018.

Compared to LoS of the same respondents concerning their total length of stay in Indonesia, the figures also indicate a decline for all destinations, except in Wakatobi. When asked in each destination about their stay in Indonesia, respondents’ answers revealed that their LoS in the country had declined. Visitors in Flores revealed their LoS decline by 1.6 days since 2014 and visitors in Tanjung Puting revealed a LoS decline by 5.7 days. Visitors in Toraja also indicated a similar decline, but in this case a LoS shortening by 8.62 days. Compared to LoS data from National Statistics, the National trendline also shows a declin during the period of 2002-2016. See graph of average National LoS of international tourist in Indonesia.

It can be assumed that the decline in length of stay is caused by several factors:

1. European economy crisis that hinders the trends of longer holidays (as Europeans are one of the biggest target markets for Indonesia)

2. Competition from other destinations with highly improved amenities

5 All data was taken from various sources: exit survey, National Parks, district tourism authorities, Ministry of Tourism and other sources

Figure 2 – Change in international visitor arrivals from 2014 to 2017

Figure 3 – International visitor arrivals in target destinations


3. Less innovation as the destinations have yet to introduce new products as frequently as their competitors

4. Lack of infrastructure and issue of distance, for example, the distance from Makassar to Toraja that makes it harder for tourists to stay longer in a destination. Usually tourists want to visit as many destinations as possible. There is the additional issue of limited air transport in Wakatobi.

Average Length of Stay (days)

Expenditure

Daily spending in all four destinations shows increases compared to 2014, except in Wakatobi. The average change in daily spending, compared to 2014 (start of WISATA), has shown a 59% increase or USD 116.6/day.

Figure 4 – Average Length of Stay in destination and Indonesia (same target group)

Figure 6 – Average daily spending (USD/day)

Figure 6 – Average daily spending (USD/day)

Figure 5 - Average Length of Stay in Indonesia (2002 – 2016) Source: National Statistics Bureau


Tourist perception

Overall tourist satisfaction in all destinations has increased, except for eastern Flores, which declined by -4% compared to 2014.

Overall, tourist satisfaction in all supported destinations have experienced an 11% increase compared to when WISATA phase 2 started in 2014.

Local stakeholder perception of tourism

In the first quarter of 2018, an in-depth interview was conducted to a total of 48 local key stakeholders in 4 destinations, they are 14 respondents in Flores, 13 in Tanjung Puting, 14 in Toraja and 7 in Wakatobi, to obtain stakeholder’s perceptions related to the tourism sector in their destination. This assessment was conducted through an interview using an in-house assessor.

This assessment of perception covers 4 thematic areas: 1) destination governance, 2) livelihood for local people, 3) culture and 4) environmental conservation. To measure the change of the respondents’ perceptions, respondents were asked about their past and current perceptions using a 5 level score from the most disappointing (score 1) and the most satisfying (score 5).

The respondents chosen had various backgrounds, from local government (local planning and development agencies, tourism authority and local sub-district leaders), the private sector (tour operators, tour guides, hotels owners, hotel

employees), business associations and DMO.

In general, key local stakeholders see the change in their destination positively. The biggest positive change is the improved infrastructure in the destinations due to the presence of tourism (65.6%). The worst negative change concerns the spreading of drugs in the destination (-3.6%). However, all respondents said that tourists did not cause this negative change, but in fact local populations becoming the target of drug dealers because of loose regulations and low enforcement in the destination. See the change in perceptions in other categories in Figure 8.

In general, the aggregated figure from all perceptions is +23.9%. It can be interpreted as key local stakeholders’ seeing a positive change due to tourism presence in their destination.

Figure 8 – Changes of local stakeholders’ perception on tourism

Figure 7 – Change of average tourist satisfaction from 2014 to 2017


Employment

Not assessed, due to the absence of government statistics

In all destinations, local government generally provides statistic of general employment (all sectors) but not specifically on tourism worker. However, data of tourism business are available and much reliable although not supported with employment data. Along the Wisata II, project was collecting and recording annually, the number of tourism related business in all destinations. It comprises of business accommodation, food and beverage (restaurant), tour guide, tour operator and few of sub-tourism sector such as dive operator, boat operator and its cooks and, bus operator.

Compared to 2015, number of business in all destinations is growing by 67.6% at the end of 2017. The highest growth is Dive Operator business with an increase of 438% (31 DOs in 2015 to 167 DOs in 2017), followed by Tour Operator, Boat Operator and its supporting business with 249% growth (110 businesses in 2015 into 384 in 2017), 103.8% growth in hotels (from 290 businesses in 2015 to 591 in 2017), and 40.9% growth for F&B (181 businesses in 2015 to 255 in 2017). The number of tour guides declined by –13%. One reason is that the TG association applies standard and criteria toward its member which they often cannot meet.

Growth of the number of tourism businesses indicates a general growth of the sector, including an increase of employment number. See the growth of business in Figure 12.

Figure 9 – Growth of tourism businesses in all destinations


4.1 Destination Management

Destination Management Organisation (DMO) is the coordinated management of all the elements that make up a destination (attractions, access, marketing, human resources, image and pricing - World Tourism Organisation, 2007). In WISATA, there is a focus on six functions, namely: 1) cooperation (coordination and leadership), 2) marketing and promotion, 3) product development and skills standard, 4) research and planning, 5) community involvement, and 6) partnership and team building.

DMOs in supported destinations are available in different forms. In these destinations, the WISATA project strengthens DM functions of both the DMOs and/or networks through relevant institutions where available. Up to four out of six of the destination management functions are improving, available and functioning at different levels. Two functions are heavily influenced by political will of the local government and are still in the initial stage. That is, 1) research and planning and 2) partnership and team building.

The project strategy

Concerning the beginning of the project, the MoT changed its approach from Organisation (DMO) to Forums (FTKP), which created confusion among stakeholders in target destinations. This change in approach was continued by establishing the Tourism Authority Body (Badan Otoritas Pariwisata/ BOP), which coordinates governmental programmes and initiates/ attracts investments in the ten priority destinations including, Labuan Bajo in Flores and Wakatobi.

Nevertheless, the initial set-up of WISATA was to empower DMOs as an organisation, including organisational set-up, technical capacity-building provision, support with limited property and links to market. In 2016, the WISATA mid-term review expanded its support in strengthening DM functions/ networks without dropping its goal to empower the organisation. It provided more flexibility in improving DM functions through the DMO itself and/ or relevant institutions where available.

To increase destination management competencies in the destination, WISATA supported CTDS of STP Bandung to develop 10 Destination Management (DM) training modules for professionals.6 A number of ToT have been held and resulted in 5 trainings, 16 master trainers and was delivered to relevant key institutions. The success of DM training was then replicated by Universitas Kristen Satya Wacana (UKSW), Salatiga, in partnership with CTDS of STP Bandung.

Concerning the Organisational set-up of DMO, WISATA support included establishing legal status, supporting the creation of the organisation’s statute, opening a bank account, establishing financial procedures, and support in developing programme/ business plans. In certain destinations, the project supported the creation of a secretariat and tourist information centre. Technical capacity building is provided, including knowledge in running a TIC, organising familiarisation trips, participating in international and national fair-trades / exhibitions, developing and managing a destination’s online platforms for promoting, conducting surveys, developing tourist’ products and destination promotion collateral, as well as delivering skills training and coaching in hospitality services, including establishing a local resources network. In linking the destination to the market, WISATA supported the destination in maintaining relationships and communication with market players.

Flores

DMO Flores represents Flores Island as a whole and, compared to other destinations, is the most mature in its operation. WISATA support to DMO Flores resulted in:

- DMO legal status and organisation statutes being in place. - DMO secretariat is established and three tourist information centres in Flores and one in Denpasar are

operational. - DMO business plan/programme plan is established. DMO generates sufficient funding to cover their

costs and amortise their equipment. - NPWP, bank account, and organisation financial procedures are in place - Destination branding is maintained.

6 The 10 Destination Management Modules are: (i) General Introduction to DM; (ii) Leadership and Coordination; (iii) Governance and Finance; (iv) Research and Information; (v) Destination Planning; (vi) Visitor Management; (vii) Crisis Management; (viii) Destination Marketing; (ix) Human Resources; and (x) Community Involvement.

By the end of the project an improved functioning destination management body or network is operating in each target destination.

Target: 4 Destination Management bodies or networks operating.

Suitable partners identified and supported to effectively provide Destination Management Services in target destinations.

3 DMOs

4 LReN


- Hospitality Coaching programme (HoCo), Tourism Skills Training (ToST) programme and Community Coaching (CoCo) programme are available, and fully managed by the DMO Flores (adapt according to respective Destination Management actor).

- Flores – Local Resources Network is available, known as FReN - Participated and achieved the 2017 Australian Award

As a representation of Flores as a whole, DMO Flores is the most advanced in its functions of cooperation (coordination), destination marketing & promotion, product development and skill improvement. However, the functions of research & planning, community involvement and partnership, and team building are still in the initial stages.

Tanjung Puting

As reported previously, internal conflicts between members and the leader created an inability for the FTKP (DMO) in Tanjung Puting to successfully liaise between three districts in the destination. This, therefore, was the reason that WISATA approached stakeholders in the three districts directly to ascertain DM functions where possible. Subsequently, WISATA support was provided and resulted as follows:

- Support for PHRI Kotawaringin Barat in establishing a business plan. - Developed the TP destination branding, which was handed over to the Tourism Authority of Central

Kalimantan Province. - Destination management online platforms were handed over to PHRI Kotawaringin Barat. - Hospitality Coaching Programmes and ToST modules are now available under PHRI Kotawaringin

Barat. - Tour Guide ToST and 2 Pocket Guide Books produced for HPI Kotawaringin Barat. - A Local Resources Network exists under PHRI Kotawaringin Barat. - Support in drafting Selanting’s Business Plan.

Toraja

In Toraja, the DMO operates well in several DM functions including, cooperation (coordination and leadership), destination promotion and marketing, product development and skill improvement. Other remaining functions still in the initial stages are: research and planning, community involvement, and partnership and team building. However, the DMO in Toraja is intensively equipped for its basic needs to operate through:

- DMO legal status and organisational statutes (AD/ART) that are in place. - DMO secretariat is established and equipment is hand over from WISATA. - DMO business plan/programme plan is developed and ready. - DMO is experienced in generating funding and NPWP, bank account, and organisation financial

procedures are in place. - Destination branding is developed and has been handed over to DMO. - Hospitality Coaching Programme, ToST and CoCo Modules are available. - Toraja – Local Resources Network is available, known as TReN

Wakatobi

In Wakatobi, the function of destination management at the district level is coordinated through FTKP with the strong presence of the local governments. At the island level, this function is actively run by the Island Working Groups (IWGs). These IWGs have proved to be effective in managing the island as a destination. WISATA support included:

- IWG legal status under Notaria Akta, known as Wakatobi Sintasu, being put in place. - Establishing TICs including the IWG secretariat. - The IWG programme plan. - ToST and CoCo Modules are developed and handed over. - Wakatobi – Local Resources Network is available, known as Walota.

With WISATA’s assistance, these IWGs have done well in the functions of cooperation (coordination and leadership), marketing and promotion, product development and skill improvement. The functions of research and planning, community involvement, as well as partnership and team building have gradually improved.

The financial function is still a challenge for the IWGs as they have not received support from the local governments to carry out their activities. The local government’s perception of tourist’s needs is also often vague or even incorrect, as the tourism development in Wakatobi has not been based on market or needs assessment.


Destination Management Functions

To reflect WISATA’s initiative in supporting DM functions, a result assessment was conducted about stakeholders’ opinions concerning the change in DM approaches. It was an assessment of both the DM function and the initiative of the DM organisations. Six relevant questions about each destination management function were asked to 38 various key stakeholders in the four supported destinations. They included local government (district planning and development agency as well as district tourism authority), private sectors (tour operators, hotel managers and workers, tour guides and tour guide association), DMOs and the group committees of Community Based Tourism communities.

Concerning the function of cooperation (coordination and leadership) among multiple stakeholders in all supported destinations, respondents were asked the question, “How do you see stakeholder behaviour in relation to the cross-cooperation function in your destination after project implementation?” 2.9% of respondents see the cooperation as now being inclusively applied: all tourism related decisions are made after hearing the input of the private sector and communities/citizens, and these opinions are considered favourably when ultimately making a decision. 37.1% of the respondents answered that at a collaboration level: different stakeholders (public and private) collaboratively make tourism-related decisions that benefit the destination based on each other’s input and requirements. 31.4% of respondents answered that the function is at a coordination level: multiple stakeholders have the chance to share their input, but ultimately the decisions that are made rarely fully reflect their needs. 25.7% of respondents answered that the function is at communication level: all stakeholders are given the chance to communicate their needs concerning tourism, but there is no follow-up afterwards. Finally, 2.9% of respondents replied that key stakeholders have never been in touch to discuss any tourism development topics.

The perspectives that reflect citizens and the private sector in a favoured position are noted by the levels ‘inclusively applied’ and ‘collaboration’ (40%), while the levels of ‘coordination’, ‘communication’ and ‘never been in touch’ (60%) address the fact that the private sector’s and citizens’ input are in fact not always considered by decision makers. The main reason behind this is that the political decisions of the public sector dominate the available funds and therefore cause a limitation to DMO’s authority, resulting in an unavailability of resources to operate said DMOs. This is because the DMO has no nomeclature eis eir7.

Another limitation is an ego-sectoral issue, in that different public authorities claim that the cooperation function is not at a good level and inhibit the performance of this DM function. These factors lead to a willingness of a district leader to utilise his/her power (in this case, the Bupati or Regent) together with the local legislative branch to develop destinations that are, in many cases, hardly influenced by WISATA intervention.

However, regardless of the above issues, most respondents stated that the presence of DMOs and experiencing any exercises in improving DM function offered by WISATA are definitely needed, particularly in a multi-district destination. They see it is useful for bridging and harmonising national, sub-national and district policies and for improving their relationship quality with the local/regional private sectors.

7 nomeclature eis eir a legal position known by Indonesia's national governance system, which allows a DMO to directly

and indirectly provide its functions and services, and has access to utilize government development funds independently.

Figure 10 – Stakeholder behaviour related to cross coordination function


4.2 Destination Marketing

Effective destination marketing has an equally vital role to play in shaping the success of the tourism sector. Destination marketing helps in positioning a particular destination as an attractive brand to capture tourist’s interest in order to tap into that market. Marketing communicates the brand that influences a traveller’s decision-making using both online and offline marketing platforms.

In terms of destination marketing, WISATA II uses the same approach and strategy as WISATA I, because Flores has shown good results in its marketing and promotion strategies. These approaches and strategies are replicated in the three other destinations as follows:

1) Brand development and protection, 2) Developing and maintaining marketing tools and promotion platforms, both online and offline, 3) Strengthening and improving market players’ linkage (through trade fairs, familiarisation trips,

stakeholders’ meetings and cooperation with third parties), and 4) Building stakeholders’ capacities in marketing management.

WISATA’s interventions in destination marketing have produced good results. Destination branding exists and is applied in all four targeted destinations. However, the intellectual property rights of these brands are still in progress for Toraja and Tanjung Puting.

All destinations have now online and offline marketing channels. The online platforms include a website, Facebook, Twitter, Instagram, and YouTube accounts as well as mobile apps for Android and IOS. Meanwhile, the offline platforms consist of an annual destination brochure and various leaflets. These marketing channels are also used to generate income for the DMO. In total, 23% of local hospitality businesses in all destinations (accommodations, restaurants, and tour/dive operators) use the supported marketing channels. The percentage of

local hospitality businesses that gain benefit from the destination marketing channels in each destination can be seen in Figure 11.

In marketing and promotion activities, all targeted destinations have done quite well with certain limitations, such as in Tanjung Puting, where the FTKP is inactive. Marketing management has been done through working groups (Pokja) except in Flores, as DMO Flores already has its own dedicated staff capable of running marketing and promotion activities independently. All destinations have been active at national and international trade fairs, able to organise familiarisation trips, able to establish networking and cooperation with third parties. All target destinations are linked to at least three VITO offices to promote their destinations.

To strengthen stakeholders’ capacities, including DMO staff, in marketing management, WISATA has conducted several trainings such as travel writing, website content management, social media training, digital marketing, and trade fair participation in cooperation with DMO Flores.

Flores

The DMO Flores is most advanced in destination marketing with two dedicated staff members independently operates 7 marketing platforms (Website, Facebook, Twitter, Instagram and YouTube, as well as a monthly e-newsletter and mobile phone app) and market linkage. Both domestic and overseas audiences acknowledge the Flores brand as the official brand of the destination. The offline/ online marketing channels received good responses from target users/ visitors. All marketing and promotion activities are also carried out very well including, trade fairs participation and stakeholder gatherings.

The DMO Flores has independently cooperated with local business stakeholders within the Island of Flores as well as with tour operators and parties from the tourism industry and organisations within Indonesia and overseas. The partnership is implemented through advertising using print/digital marketing channels, among

By the end of the project, local tour operators and hotels in the respective destinations are using destination marketing channels supported by the project.

Target: 20% in each destination.

Suitable partners identified and supported in effectively promoting their tourism products in national and international markets.

23%

✓

Figure 11 – % of local hospitality businesses in target destinations that gain benefit from the marketing channels


others, published by Flores DMO and used by 12% of local hospitality businesses or 82 of total 705 hotels, restaurants, and tour/ dive operators.

Despite this excellent progress, financial sustainability remains a challenge to the operation of DMO Flores. To address this, WISATA has supported DMO Flores in developing its business plan for a period of 5 years and building staff capacities in proposal development to seek other financial sources.

In addition, the Head of Marketing of DMO Flores is involved as a Master Trainer for the DM Marketing module. As the marketing and promotion activities work very well, DMO Flores is also involved in the capacity building of the other destinations, such as social media training and trade fair participation training.

Flores still remains in contact with VITO office Indonesia, Germany, France, Singapore, Australia, and Netherlands.

Tanjung Puting

WISATA assisted Tanjung Puting in developing its brand, further applying it to various marketing collaterals and digital platforms. However, the management and ownership of the brand was unclear. To resolve the brand ownership question, the Tanjung Puting brand has been handed-over to the Provincial Government of Central Kalimantan casu quo to the Tourism and Cultural Office of Central Kalimantan, of which the latter issued a recommendation letter regarding socialisation and the use of Tanjung Puting logo to all stakeholders in the destination.

In addition to printed marketing materials (annual brochure and leaflet), Tanjung Puting has 3 social media platforms (Instagram, Facebook, and Twitter) and a website that are maintained quite well. The digital platforms and website are managed by a media working-group (Pokja). To strengthen Pokja’s capacity and to increase tourism actors’ awareness to contributing on social media, several trainings were held such as travel writing class, digital marketing training and content management. 33% of local hospitality businesses in Tanjung Puting or 43 of 129 hotels, restaurants and tour operators, have gained benefit from the promotion program offered in the brochure.

WISATA has supported Tanjung Puting in participating in national and international trade fairs through assistance and capacity building in trade fair participation. This activity has received support from the Lamandau local government when the local government financed Tanjung Puting’s participation in Bali and Beyond Travel Fair (2017) and International Tourismus-Borse Berlin (2017 & 2018). Tanjung Puting has managed to self-organise Familiarisation Trip 2017 with support and coordination from local governments (Kotawaringin Barat and Lamandau) and a tourism awareness group (pokdarwis).

Tanjung Puting has managed to connect with VITO Indonesia, France, and Germany.

Toraja

25% of total hospitality businesses or 30 of 122 local hotels, restaurants and tour operators in Toraja have gained benefit from the promotion program offered in the brochure.

The Toraja brand has been widely socialised and even applied to several local products. The Tourism Offices from the two districts (Tana Toraja and Toraja Utara) have used the Toraja brand in promotional materials, events, and on signage at tourism objects. There are also three coffee products using the Toraja brand. Additionally, the Toraja guidebook has been finalised and printed. After DMO Toraja obtained the legal status in 2017, DMO Toraja is proceeding with gaining the intellectual property right for the Toraja brand.

DMO Toraja, through the Pokja Visit Toraja, has been very active in promoting and marketing, either through social media, participation in trade fairs or organising networking dinners. WISATA has supported the Pokja Visit Toraja through capacity building in various marketing training (content management, digital marketing, fair trade participation, and social media)

DMO Toraja has managed to connect with VITO Indonesia, Singapore, and France.

Wakatobi

56% or 66 of 117 local hospitality businesses consisting of 46 hotels, 44 restaurants, and 27 tour/ dive operators have gained benefit from the promotion programme offered in the brochure, either through business listings and advertisements.

With the brand, marketing collaterals and digital platforms in place, WISATA has backstopped its support and handed it over to Wakatobi IWG Network. Branding socialisation is frequently carried out through social media, in order to improve the recognition of the brand by a public audience. To improve IWG Network capacity, five members of Wakatobi IWG network received training in digital marketing, destination marketing and trade fair


participation. The IWG Network is now able to manage the online platform independently and actively uses it to promote events and destination.

IWG Network has participated in several trade fairs, both at national and international events. In addition, Wakatobi IWG networks have successfully and independently organise a familiarisation trip in 2017.

Wakatobi has connected with VITO offices in German, France, Singapore, Australia, and the Netherlands.

4.3 Tourism Associations and Businesses

A high service quality experience is essential to the competitiveness, sustainability and profitability of any tourism business or destination. Another fundamental pillar for a successful tourism destination is the presence of a strong hospitality sector and tour guiding business that meet the needs and standards of the target markets. The performances of front-line staff in these sectors play a significant role in guest satisfaction and re-visit intention. To achieve such guest satisfaction and service quality, local tourism businesses and the local tourism workforce must operate based on quality and competency standards. Since low service quality and workforce skills were identified as one of the main challenges in the target destinations, particularly in the local hospitality and guiding sectors, WISATA aimed to support the local tourism businesses and tour guides in the target destinations to help improve their quality of services.

Alongside this aim, different training programmes for up-grading the skills of the local tourism workforce and enhancing business operations were developed and implemented in all target destinations. The trainings were designed not only to directly benefit the tourism industry, but also to build up and strengthen the training capacities in the destinations. As such, local service providers (BDS) in the four target destinations were identified and coached to manage and deliver these trainings. Collaborating with these BDS, local trainers were instructed through the technical Training of Trainers (ToT) Programmes, in each individual theme and expertise in order to be able to conduct the training programmes themselves. The trainers are now managed by local service providers through the so-called Local Resource Networks (LReNs) that were built up and are now operating in all target destinations. All LReNs have been enabled to technically and independently deliver the trainings.

Tools and Training Programmes for Service Quality Improvement were developed under WISATA. One such programme is the Hospitality Coaching Programme (HoCo), a training and coaching programme to support small locally-owned hotels and guesthouses in the target destinations improve their business operations. HoCo is based on ILO’S SCORE Programme and offers three themes with both participant’s and trainer’s materials: 1) Workplace Cooperation, 2) Service Quality and Human Resource Management and 3) Good Environmental Practices and Community Engagement. The Tourism Skills Training (ToST) Programme aims to upgrade the skills of the existing local tourism workforce and offers various modules to be completed with both participant’s and trainer’s materials: 1) ToST Housekeeping, 2) ToST Food & Beverage (F&B) Service, 3) ToST Good Kitchen Practice, 4) ToST Receptionist, 5) ToST Health & Tourism/ First Aid and 6) ToST Tour Guiding. In order to implement these service quality improvement offers, Local Service Providers (BDS) in all target destinations were selected and coached. Furthermore, Local Resource Networks (LReNs) were built up and strengthened under the management of the selected BDS in all target destinations. The internal organisational capacity of the BDS to manage the LReNs and local trainers was strengthened through various activities. The following BDS and LReNs are operating in each destination:

Activity Flores Toraja Tanjung Puting Wakatobi

BDS selected and coached

DMO Flores PHRI Toraja

/ DMO Toraja

PHRI Kotawaringin Barat

IWG Networks/ Wakatobi Sintasu

Local Resource Network (LReN) under BDS

Flores Resource Network (FReN)

Toraja Resource Network (TReN)

Tourism Resources of Tanjung Puting

(Toresta)

Wakatobi Local Trainers (Walota)

Table 1 – List of Business Development Services and Resource Network in Target Destinations

By the end of the project, local hospitality businesses use service quality improvement offers (tools and training programs for service quality improvement) available in the destination.

Target: 15% in each destination.

Tools to deliver effective Business Development Services are developed and service providers in target destinations are strengthened to improve the service quality of local tourism businesses.

>35%

✓


At the end of the project, all Service Quality Improvement Offers (Tools and Trainings) were successfully handed over to the service providers mentioned above.

The technical implementation of the service quality improvement offers is excecuted by local trainers who were trained in each service quality improvement programme per discipline/expertise. Up until the end of the project 137 local trainers have been trained in the technical implementation of the training programmes in all target destinations. The table below provides an overview per discipline/expertise and target destination:

Number of Trainers in each destination

Programme Local Resource Network

FReN TReN TORESTA WALOTA

Hospitality Coaching (HoCo)

Workplace Cooperation, Service Quality & Human Resource Management, Good Environmental Practice

11 6 8

Tourism Skills Training (ToST)

Housekeeping 6 8 5 5

Receptionist 5 2 3 1

F&B Service 8 3 5 5

Good Kitchen Practice 7 2 3 12

Tour Guiding 7 4 3 14

Health & Tourism/ First Aid 4

Overall 48 trainers 25 trainers 27 trainers 37 trainers

Note: one trainer can cover several disciplines/themes

Table 2 – Number of Trainers in Each Destination

At the end of the project, the LReNs are fully operational and are independently handled by the various service providers. In order to support their financial sustainabality and to acquire additional financing to implement the training offers in the long-run, members of the management of the service providers in each target destination were trained in establishing a training financing plan. As part of this, each service provider was supported in developing or updating their general Business Plans, which also included a detailed section on the training offers and financing. The final Business Plans are available for DMO Flores, DMO Toraja and PHRI Kotawaringin Barat, whereas the Business Plan for IWG Networks/Wakatobi Sintasu was initiated and is being completed by IWG Networks/Wakatobi Sintasu independently. Additionally, short proposals for the HoCo and ToST Programmes, including cost calculations for the proposed implementations, were prepared and proposed to the district and provincial governments in all target destinations. As a result, in most of the destinations, the programmes are in high demand by the local governments and efforts are being made by the BDS to become a partner of the government in the implementation of these programmes.

The number of local hospitality businesses that have used service quality improvement offers until the end of the project exceed the target of 15% per destination. The following provides an overview of the number of trainings.

The DMO Flores was backstopped intensely to promote the HoCo and ToST programmes in all 8 districts of Flores and to the provincial government of NTT, as well as to propose its implementation as a third party implementer. The local and provincial governments have shown high interest and efforts are continuously undertaken by the DMO Flores to become a partner of the local government for the implementation of the programmes in 2019, using government funds. Until the end of the project, the DMO Flores succeeded in a partnership, receiving funding for one full HoCo cycle implementation by the Australian Awards Indonesia (Australia Alumni Grant), which is currently in its implementation in Maumere, Sikka. Additionally, the DMO Flores succeeded in establishing a partnership with the Taman Nasional Kelimutu for an implementation of ToST Tour Guiding and Housekeeping in 2017, the Dinas Pariwisata Ngada for an implementation of Hotel and Homestay Management (short version of HoCo) in 2017, as well as the Dinas Pariwisata Manggarai Barat and the Dinas Pariwisata Nagekeo for ToST Tour Guide Trainings in 2017. Furthermore, a partnership has recently been established with the district government of Flores Timur for an upcoming implementation in 2018.


In Flores, out of 531 hospitality businesses (425 accommodations and 106 restaurants), 31.26% (169) have already used the service quality improvement tools (HoCo and ToST). Out of 150 tour guides, 48.66% (73 tour guides) have been trained in ToST Tour Guiding.

In Toraja, out of 119 hospitality businesses (58 accommodations and 61 restaurants), 43.7% (60) have already used different service quality improvement tools (HoCo and ToST). Out of 150 tour guides, 12% (18 tour guides) have been trained in ToST Tour Guiding.

In Tanjung Puting, out of 96 hospitality businesses (70 accommodations and 26 restaurants), 48.5% (41) have already used different service quality improvement tools (HoCo and ToST). Out of 115 tour guides, 15.65% (18 tour guides) have been trained in ToST Tour Guiding.

In Wakatobi, out of 90 hospitality businesses (46 accommodations and 44 restaurants), 37% (34) have already used different service quality improvement tools (ToST). Out of 115 tour guides, 65.2% (75 tour guides) have been trained in ToST Tour Guiding.

The following table provides a break-down of service quality improvement offers conducted by the BDS and LReN in all target destinations:


Destination Implemented

Flores Implemented 3 times: (1) Labuan Bajo, (2) Ende, (3) Bajawa, training 13 businesses with 66 staff. 4th implementation currently ongoing in Maumere, Sikka with third party funding by AAI.

Toraja Implemented 2 times in Toraja with participants from Tana Toraja and Toraja Utara, training 8 businesses with 36 staff.

Tanjung Puting Implemented 1 time in Kotawaringin Barat, training 4 businesses with 63 staff.

Table 3 – HoCo Programs conducted in destinations

The Hospitality Coaching (HoCo) Programme, as one of the Service Quality Improvement Offers developed by WISATA, was implemented in 3 out of 4 target destinations, as reflected in the table above. The biggest number of businesses coached through HoCo is achieved in Flores by the DMO Flores using FReN, with 3 cycle implementations. Currently, the 4th cycle implementation is being conducted in Maumere, Sikka with third party funding from the Australian Awards. One cycle implementation takes up to 6 months.

The ToST Programme, specifically ToST Houskeeping, F&B Service, Good Kitchen Practice and Receptionist, as service quality improvement offers developed by the WISATA, conducted by the BDS and LReN in all target destinations according to the graph below. The biggest amount of businesses trained in Flores by FReN and the DMO Flores with 156 local hospitality businesses and 290 individual hospitality workforce members. Second comes Toraja with 52 trained local hospitality businesses and 166 individual hospitality workforce.

Figure 12 – percentage of local hospitality businesses and tour guides in target destinations that gain benefit from service quality improvement tools


The ToST Programme for Tour Guides is another service quality improvement offer, conducted by the BDS and LReN in all target destinations. As shown in the graph above, the highest number of tour guides trained was in Wakatobi by WALOTA and the Wakatobi Sintasu, closely followed by Flores with the DMO Flores and FReN training 73 tour guides.

The demand for the service quality improvement offers provided by the Local Resource Networks are exemplified by the graphs below, which provide an overview of the feedback from the private sector members taking part in the training programmes offered in the target destinations. Analysis based on feedback forms of thirty (30) ToST and HoCo training workshops with 411 total participants (Flores, Wakatobi, Toraja, Tanjung Puting):

Strongly Agree: 253 persons (61.55%); Agree: 144 persons (35%); Neutral: 4 persons (0.97%); Disagree: 6 persons (1.45%); Strongly Disagree: 4 persons (0.97%)

Figure 14 – Demand for SQI offers - Content

Strongly Agree: 261 persons (63.50%); Agree: 143 persons (34.79%); Neutral: 6 persons (1.45%); Disagree: 3 persons (0.97%); Strongly Disagree: 4 persons (1.45%)

Figure 15 – Demand for SQI offers - Applicability

Figure 13 – ToST participants for Hospitality Businesses and Tour Guides


Strongly Agree: 272 persons (66.18%); Agree: 145 persons (35.27%); Neutral: 6 persons (1.45%); Disagree: 0 persons (0%); Strongly Disagree: 0 persons (0%).

Figure 16 – Demand for SQI offers - Usefulness

Super High: 223 persons (54,25%); Strongly High: 90 persons (21,89%); High: 117 persons (28,46%); Moderate: 7 persons (1,7%); Low: 0 persons (0%).

Figure 17 – Demand for SQI offers – Interest in Topic

Overall, the analysis of the feedback from the private sector participants shows that the training materials developed are in line with industry demands, and can be well understood and applied by the participants. Based on the analysis and also the project’s team point of view, participants have enjoyed the trainings as these are very applied and make use of active learning methods and integrated learning, involving the participants actively in the process of their own learning (learning by doing) and relate learning to real work experiences through videos, role plays, practical demonstrations, games or other activities. Since many participants have never joined any trainings before, this the trainings provided by the LReNs are of great value to the participants not, as these essentially enabled them to learn and upgarde their workforce skills and knowledge where this was not possible before. Most of the trainers trained during the various ToTs had only basic training skills when selected but owing to strong commitment and willingness to contribute to the development of their destination, have significantly developed their training skills over the course of the project, and show commitment in doing so further. It can also be assumed that local trainers under the LReNs might become valuable resources for external institutions in the future. This is underlined by the fact that selected ToST trainers with high commitment, knowledge and skills have received certification by the National Certification Body (Badan Nasional Sertifikasi Profesi), and will support the LSP (certification agency) Phinisi Makassar to conduct certifications for the local tourism workforce in the country (based on national minimum standards SKKNI). The trainers certified by BNSP are 5 ToST trainers from Toraja and 5 ToST trainers from Tanjung Puting. The certifications for Flores and Wakatobi will be conducted by BNSP in the 2nd semester of 2018.

4.4 Community based Tourism

Community Based Tourism aims to involve groups of communities in a destination benefiting from tourism. In practice, this type of tourism is started from any possibility to relate a group to the tourism market in the destination or in improving the performance of an existing group. Attractions a group can offer may include services and/or locally sourced products. Offers developed by a new group to attract tourists must be carefully considered. They must not be beyond a community’s abilities, as they may need heavy additional skills and may be hard to adopt. Usually, attraction

The net income of at least two targeted CBT groups and one local producer group per destination has increased by 20% by the end of the project.

100%


packages are based on a community’s daily/traditional/cultural activities. Improving the performance of an existing group can be done through improving access to the market and/or improving the quality of offers.

Out of 11 CBT groups assisted by Wisata, 5 CBT groups generated new income from tourism activities. They are: Waturaka (Flores), Sesean Sulo’ara and Londorundun Homestay (Toraja), Lopus and Kumpai Batu Atas (Tanjung Puting). The other 5 groups have generated revenues before the project started in an unorganized and unstructured way. These are Bliran Sina and Belaraghi (in Flores), Liya Togo, Kulati and Limbo Langge (Wakatobi). One CBT group which just started has not generated income when project ends (Tumbang Datu, Toraja).

Community Based Tourism or CBT requires a sensitive, long-term involvement with individualised trainings and coaching sessions. To improve such processes, the Community Coaching (CoCo) Programme was developed. CoCo is a structured Training and Coaching Programme based on experiences in the field and aims to strengthen selected community organisations or CBT Groups in order to develop their capacity to participate in the realisation of tourism-based villages. The CoCo Programme now offers one cycle with four practical themes as follows:

Theme 1 (Organisational Development for CBT Groups) aims to strengthen the CBT Groups in the villages. It consists of 6 main elements: the development of a Vision & Mission, Organisational Structure, Basic Tasks and Functions and Standard Operational Procedures and Work Programs. This theme includes 1 training workshop and 8 coaching sessions.

Theme 2 (Financial Literacy) is meant to help develop CBT Groups’ independence in establishing good financial management that is accountable, transparent and embodies the words 2 BeTe (Baik, Benar, Tertib dan Teratur). This theme offers 1 training workshop and 4 coaching sessions.

Theme 3 Homestay Management offers 2 parts, which are 1) Homestay Management for CBT Groups and Homestay Management for homestay owners. It aims to improve homestay management and services offered by the CBT groups as well as homestay owners. This theme includes 2 training workshops, and 8 coaching sessions.

Theme 4 (Local Product Development) is the last theme offered in the CoCo cycle. Similarly to Theme 3, this theme focuses on local community businesses with a focus on local product development. Elements of this theme include quality enhancement of the product, marketing management and product diversivication. This theme offers 1 training workshop and 4 coaching sessions.

Since the second quarter of 2017, WISATA implemented the CoCo Programme in all supported destinations. In order to implement the CoCo Programme in a sustainable manner and build local capacities in the target destinations, local trainers and coaches as part of the local resource networks (LReN) were trained in the technical implementation of the programme. Up to the end of the project 55 local trainers have been trained in the technical implementation of the training programmes in all target destinations. The table below provides an overview per target destination and discipline/expertise trained:

Number of Trainers in each destination

Programme Local Resource Network

FReN TReN TORESTA WALOTA

Community Coaching (CoCo) Programme

Organisational Development for CBT Groups (Theme 1)

13 9 5 15

Financial Literacy (Theme 2) 11 6 3 15

Homestay Management for CBT Groups and Owners (Theme 3)

10 5 3 5

Local Product Development (Theme 4)

6 4 4 4

Overall disciplines/ themes trained 40 disciplines trained

24 disciplines trained



Overall trainers trained* 8 trainers 18 trainers 11 trainers 18 trainers

Note: one trainer can cover several disciplines/themes

Table 4 -– Number of Trainers in Each Destination


Since Community Based Tourism (CBT) is a sensitive long-term involvement, the CoCo Programme is an intense training and coaching programme that can run up to one year for one full cycle implementation (4 themes). In each theme, the Community Organisation or CBT Group is guided to develop an individualised Action Plan that will guide the structure of the coaching sessions. In total, 6 Community Organisations or CBT Groups and 2 Local Producer Groups were trained and coached in the four CoCo programme themes. The CoCo cycle was implemented once (1 time) in each destination in the supported villages/ CBT groups, where each theme was implemented 1 time as according to the table below: In Flores overall 11 CoCo trainings and 52 coaching sessions were held, in Toraja 5 trainings and 24 coaching sessions, in Tanjung Puting 6 trainings and 32 coaching sessions, and in Wakatobi 6 trainings and 28 coaching sessions. The table below provides an overview per target destination and theme/ discipline trained:

Destination Flores Toraja Tanjung Puting Wakatobi

Theme Implem. Village CBT Village CBT Village CBT Village CBT

Organisational Development for CBT Groups (Theme 1)

Waturaka Waturaka Sesean Suloara’

LDW Suloara’

Lopus Korangan Batuah

Kulati Poassa Nuhada Kaligedjo

Belaraghi Bela

Kumpai Batu Atas

Kumpai Batu Atas

Financial Literacy (Theme 2)

Waturaka Waturaka Sesean Suloara’

LDW Suloara’


Kulati Poassa Nuhada

Kaligedjo, Belaraghi

Bela Liyatogo Liya

Homestay Management for CBT Groups and Owners (Theme 3)

Waturaka Waturaka

Sesean Suloara’

LDW Suloara’


Kulati Poassa Nuhada Kaligedjo,

Belaraghi Bela

Local Product Development (Theme 4)

Waturaka Waturaka

Tumbang Datu

Tumbang Datu

Lopus CBT Korangan Batuah

Pajam Kelompok Pengrajin Pajam

Kaligedjo, Belaraghi

Bela

Watublapi Prod.group Bliran-sina

Table 5 – Overview of CBT groups trained per destination

Flores

CBT Bela at Belaraghi Ngada - CBT/Pokdarwis Bela was established in July 2008 in Keligejo sub-village, Belaraghi in Ngada – Flores. It aimed to improve their position concerning tourism in the Ngada district and Flores as a destination. The group was founded through mutual relationships with relevant stakeholders with the aim of benefiting the CBT group, which included Keligejo sub-village.

WISATA support was implemented throughout all the CoCo themes. Bookkeeping as an output of the financial literacy theme has now been applied to record cash flow in and out for every attraction package, including homestays, trekking and art performances. Other individual project support involved improving local capacities with basic English language skills trainings.

The group now has a regular income with a simple financial operational procedure, and a bank account. 19 traditional and 3 conventional houses are ready to be used as homestays. Furthermore, a committee structure with regulations is in place (AD/ART) that is responsible for managing all the attractions. Although some spaces can still be improved, the group has been able to generate IDR 82mio gross in 2017, improving significantly from 2016, when their gross income was IDR 12.7mio. When the visitor recording system was first applied in 2010 there were only 6 visitors, while now the CBT group has received 655 visitors up to March 2017.8

Sanggar Bliran Sina in Sikka - The group offers local products (cloth weaving and crafts) and local art performances. It was established in 1988 and the current board is the second generation since its founding. The

8 Belaraghi visitors: 2010 1 domestic & 5 foreigners; 2011: 31 domestics & 11 foreigners; 2012: 12 domestics & 141 foreigners; 2013: 7 domestics & 210 foreginers; 2014: 24 domestics & 391 foreigners; 2015: 6 domestics & 316 foreigners; 2016 – March 2017: 655 orang


initial motivation of the group’s founder was to market their weaving products that have since become the main offers of the group today. The project got in touch with the group in the transition period at the end of phase 1 and subsequently became more intense in beginning WISATA II. In 2015, the project supported the group through basic financial and bookkeeping trainings. Under the CoCo programme, the CBT group was trained and coached to improve Local Products.

The financial training was chosen as the priority since the group had no proper bookkeeping system in place. Since then, the group has been able to manage their cash flow as an organisation instead of individually. They opened a bank account with two authorised persons, two treasurers working in detail to record daily accounting that refers back to basic accounting rules. Leakage and non-traced cash have been significantly reduced since then. Conflicts amongst the members because of unclear cash transactions have disappeared since then. Another project support was delivered in the form of Basic English training for basic communication. It has significantly helped all members in the group while communicating with visitors and providing information during an art attraction performance.

In 2017 they generated more than IDR +200 million gross. It increased significantly after they had a proper book keeping system as previously, they had never recorded their income and therefore never knew how much they earned. More than 300 visitors have visited the group in 2017, through 34 Flores based tour operators / tour guides, 1 Bali based tour operator and 6 hotels in Maumere. During peak season, the group performed up to 20 art performances in a month. There are 30 group members as dancers, musicians and logisticians. The group maintains a system fee for each member who participates in an art performance. The income earned from the performance is first equally distributed amongst the individual performers, then spent on other production costs, and the rest is saved in the group account. When breaking down income from a weaving product, 10% of the price goes to the group account and the remaining is for the weavers.

The group management includes of a leader, a deputy leader, a secretary, two treasurers, a Unit Production of ikat weaving, a Unit of Art Performance, a Unit of Equipment and Logistics and a Unit of Marketing for Weaving and Handicrafts.

Waturaka in Ende - The CBT group of Waturaka was part of the project from the beginning, receiving advanced assistance under the Community Coaching programme, focusing on organisational development, financial literacy and homestays. Although several regional and national awards have been granted to the group, the group’s willingness to learn and perform more often is obvious. Attractions from this group include 1) homestays, with increasing room numbers since being established in 2015 (6 homestays into 16 homestays in 2017, i.e. 16 households), 2) art performances that are performed by two local groups or nearly 40 individual members and 3) agro-tourism (strawberries). In 2017, the group recorded generating an income of ~IDR 20mio from homestays, IDR 6.7mio from agro-tourism and IDR 17mio from art performances. In total, throughout 2017, the group generated a gross income of ~IDR 37mio or around ~CHF 2,300, and compared to the beginning of WISATA, the group had no income through such activities.

Tanjung Puting

Lopus in Lamandau - In 2013, under the Head of District’s decision, Lopus was defined as a tourism village and in 2014, they formed the CBT group Pokdarwis. Unfortunately, there was a lack of knowledge of the group members in the overall management of the CBT. WISATA assisted in 2015 by linking the group to the market by testing the readiness of group to receive foreign tourists staying overnight in the homestays. It was a successful pilot project and gave high confidence to the group, including opening their mindset on how to benefit from CBT activities. The next intervention included the participation of the CBT group in all CoCo themes.

Throughout 2017, the group generated an income of IDR 36,4mio (CHF 2,597) through homestays (currently 3 homestays are available), bagondang (cultural art performances), trekking, river adventures (rubber boat, bamboo rafting, river tubing), local culture activities (attraction of bamboo weaving, kapuak tour) and village tours. Since 2016, the number of visitors increased by 215%, from 38 to 120 in 2017. In the same time the total income increased by 480%. Compared to 2014, the group did not earn any income from tourists.

Besides the attractions offered, there are new two artisans group under the CBT Lopus that offer Kapuak (tree bark) and bamboo/rattan weaving products. The groups consist of 9 artisans, and offer now 12 types of Kapuak-based products. The income is from product selling to tourists and demonstration of the Kapuak making process. In 2017, the group managed to generate an income of IDR 2,4mio (CHF 167) from Kapuak sales and IDR 1,2mio (CHF 86) from Kapuak demonstrations. The bamboo/rattan weaving products are still in an early stage.

The current situation of the Lopus CBT is promising since they are now able to sell and manage tour packages independently. At the end of 2017, the group is working together with 7 local tour operators/tour agents. The main attraction offered by the group are cultural attractions (magondang and ikat tongang), weaving, trekking and


homestays. All of these offers are managed by a structured CBT group with the organisation status legalised by Akta Notariat and Head of District Decree.

Kumpai Batu Atas in Kotawaringin Barat - Liberika Coffee Farmers Group in Kumpai Batu Atas was formed in February 2017 with 32 farmers as members. Support for this group included introducing Good Agriculture Practice and resulted in new attractions, like pre-harvesting activities, coffee roast presentation and coffee brewing to be offered to tourists. The CoCo Programme has assisted the establishment of the group organisation board, which supervises the cultivation and management of the coffee attractions. By the end of 2017, 3 tour operators came with 25 international and domestic tourists to enjoy the coffee attractions, as well as other tourists who came independently. Through a partnership with the Kahawa Community, in the second half of 2017 the group has sold 150 kg of green beans for Rp 40,000 per pack (250 gr/pack). All income generated by the group from tourists is new. Now, the CBT Group has attracted the local government’s attention and it has been included as a contestant in several local competitions.

Toraja

Sesean Suloara’ in Toraja Utara - The beauty of Sesean Mountain has been enjoyed by tourists for a long time without any benefits nor contributions to the village of Sesean Suloara’. The main attraction of this CBT group is trekking and camping along the slopes of Mount Sesean.

In the second quarter of 2017, Suloara’ villagers requested the CoCo programme, which focused on three topics: organisation development, financial literacy and homestays. The group is now benefiting economically, but also benefits the village and the government of Toraja Utara District based on regional regulations that any income from tourist attractions shall be shared with the district. Since December 2017, the CBT group has started to collect ticket fees from visitors, and offers services like managing the trekking routes, including maintaining cleanliness. In this month, the group earned around IDR 10mio (CHF 714). This Income is distributed 50% for the local Tourism Authority, 25% for the CBT Suloara’, 20% for the ticket guard at the counter and 5% for the village authorities. In the last month of 2017, when the CBT began to officially operate, around 2,000 tourists came to the area.

In the meantime, the CBT is about to offer homestays as another attraction. Three homestays are available for tourists wishing to stay overnight and 3 visitors have conducted a trial. The price to stay overnight is IDR 150,000 per room per night.

Londorundun Homestay - in 2016 an assessment of potential attractions and CBTs in Londorundun, Toraja Utara triggered a beneficiary to utilise her Tongkonan as a rented homestay. Since early 2017, she offers 2 rooms as her homestay and a restaurant. Both are still at a very basic stage, but stable visitor numbers have been reported. The Tongkonan owner now acts as a channel for other households surrounding the homestay to supply food materials – for the homestay’s restaurant – and for souvenirs to sell. The homestay has earned more than IDR 18mio (CHF 1,285) gross income since February 2017 and was visited by 112 domestic and international visitors.

Tumbang Datu in Tana Toraja - A famous village in Toraja for its traditional Tongkonan carvers and carpenters. Tumbang Datu is one of the villages directly supported through the CoCo programme for local product development. The village shows a high potential for developing various local products, it has already developed new trekking routes regularly used by visitors as well as homestays soon to be open to guests.

Wakatobi

In Wakatobi, three committees of CBT groups, namely CBT Liya Togo, CBT Kulati and CBT Limbo Langge have improved their performances indicated by 1) organisation management in place, 2) visited by/attracted more visitors and 3) income increase.

CBT Limbo Langge in the Sub-District of Kaledupa Selatan - The formation of the CBT group was initiated at the end of 2016 with the merging of 10 villages in the sub-district of Kaledupa Selatan. During the last two years, the project focused on supporting CBT Limbo Langge in terms of developing mangrove-based packages (mangrove tour, canoeing, and bird watching) in Tanomeha village, which is still ongoing, and supporting two local weaving groups namely Homoru Pangilia and Jalima in Pajam village, established in 2014 as an output of an I-NGO program. Groups operated by producing cloth weaving for 3 months before experiencing a vacuum. After reformulating, WISATA supported the group in product diversification and the creation of 12 new variants such as sarong, scarves, shawls, key chains, bracelets, bags, mobile phone/laptop casings, hats, bamboo curtains, brooches and bandanas. The improvement of variants led to an increased income from IDR 3mio up to IDR 6mio (CHF 187 – 375) per month compared to IDR 6mio (CHF 375) per year previously. Five percent of the


income goes to the group account for management fees. Total members of both groups are +20 individual crafters.

There is significant rise in income generated from local product (souvenir) sales in 2017 until April 2018 of IDR 30.5mio 0 or CHF 2.177 (Kelompok Djalima-traditional dye) and IDR 56.7mio or CHF 4050 (Kelompok Homoru Pangilia-traditional weaving and product diversification). Income records for 2016 are not available.

CBT Pohasa Nuhada in Kulati - CBT Pohasa Nuhada was formed in 2013 with facilitation from the WWF programme and through the creation of a local organisation named Komunto. Similarly to the CBT in Pajam, Pohasa Nuhada’s operations post establishment have stagnated since the group’s direction was not so obvious and economic benefits had never been indicated. This is because the group was never linked to the market.

After WISATA started in Wakatobi, product development and capacity building for CBT group were supported. WISATA also organised a number of familiarisation trips, allowing this group to be linked to market actors. It triggered two local tour operators, namely Wakatobi Dive Adventure and Anoa Tour, to enter the CBT for snorkeling and diving off Kulati Beach. Furthermore, snorkeling and diving packages are starting to regularly be sold by both operators in cooperation with the CBT group. The CBT group is starting to sell packages to explore Kulati, canoeing, tours to Nda'a Island and overland tours to Toma Island. Package prices range between IDR 144,000/pax up to IDR 1,262,000/pax.

In 2016, only 8 tourists stayed overnight in Kulati, which has increased to 30 tourists during 2017. A number of tour operators have worked together with the group since 2017 including, Dive Adventure, Anoa Tour, Wakatobi Dive, Labore Stay and Toudani Trip. Up to March 2018, it is recorded 8 TOs have brought group of tourists to visit Kulati.

A book keeping system in CBT Kulati was started in the middle of 2017, a system that did not exist previously. The CoCo programme triggered and guided the committee to create a proper book keeping system. During 2017, it was recorded that the total group income was IDR 15.9mio (CHF 1,133) coming from 1) tour package sales (trekking and snorkeling activities), 2) income from entering attractions/objects and 3) the sale of rooms in homestays, the latter being the biggest contributor to the income of the group (a 67% increase from total income came from a total of 13 rooms).

CBT Keppo’ Oli in Liya Togo was formed in 2011 by a British Council programme. Despite the group having already been formed for a long time, it was only in June 2015, under WISATA assistance, that the group received visitors as a group instead of on an individual basis. The main income of the CBT is selling tour packages since 2015. The group has offered walking tour packages, walking tours plus canoeing and lunch, cooking classes and demonstrations making local product. They focused on product development, promotion and partnership with local and regional businesses such as hotels, tour operators and dive operators.

Since 2015, the trend of the group’s income has been increasing. In 2017, the CBT Liya Togo earned IDR 33.5mio (CHF 2,392), a 400% increase since 2016 (IDR 6.4mio or CHF 457) and a 580% increase since 2015 (IDR 4,9mio or CHF 348). Better group management, such as ensuring the function of basic management structures, assisting in simple reservation systems and improving relationships with potential clients, such as local and regional hotels, tour operators and dive operators, have all triggered higher numbers of visitors and income.

Until March 2017, 7 tour operators have worked together with the group. They are Patuno Resort, Wakatobi Wonderfull Tour, Wakatobi Dive Tour, Alexa Scuba Dive, DCDC (Denis Cemara Dive Center), Toudani Trip and Wakatobi Dive Adventure.

4.5 Government Support and Pilot Projects

The focus of the destination development plan in Indonesia relies on the district Government. It is implemented through an official 5 years development plan named RIPPDA or Rencana Induk Pengembangan Pariwisata Daerah which is applied by the district authority. In a multi-district destination there are a number of plans in accordance with the number of districts with different time frames. A synchronisation of such plans between the districts hardly happens, since no common development frame exists.

The increase of tourism activities, although favourable for economic development, brings more pressure on local environmental resources, with one of the more visible impacts being

At least 6 (40%) supported local Government apply an improved RIPPDA including sustainable tourism development.

At least 50 tourism businesses apply environment protection/mitigation measures.

Tools to enhance tourism sustainability are developed jointly with the private sector and introduced to relevant Government agencies and the results are being made available to relevant stakeholder.

6

> 60

✓


the lack of proper waste management. This in turn can become a negative boomerang for the tourism industry itself. Increasing stakeholders’ awareness and knowledge in regard to this issue, as well as how to plan and apply collaborative solutions, has been the focus of WISATA.

Support to local Government(s) included going through the development of the RIPPDA itself and/or additional initiatives in improving the sustainability of a destination and supporting a study on the impact of tourism, piloting a Plastic Reduction Initiative and Solid Waste Management, supporting local government in the implementation of a sustainable destination standard and the introduction of Strategic Visitor Flow.

5 out of 14 district governments where WISATA operated have received 6 kinds of support regarding the presence of local tourism development planning (RIPPDA) and initiatives related to a future sustainable destination. These districts include Wakatobi (RIPPDA), Ngada (RIPPDA and study on tourism impact), Ende (initiative on sustainable tourism destination), Manggarai Barat (study on tourism impact) and Toraja Utara (initiative on sustainable tourism destination).

Development of RIPPDA in Ngada and Wakatobi

RIPPDA is the official local tourism development plan in Indonesia that is applied by a single administration of a district or a province. It is valid for 5 to 10 years but each individual district would have different timings. The local development plan is officially used for cross-sectoral reference and guidance, providing monitoring and evaluation tools for regional development, and for investment guidance in developing destinations in the region. The purpose of RIPPDA is to explore the potential of a destination based on its strengths and characteristics, to define a sufficient concept within the region, by linking sub-regions, determining a theme and creating opportunities for product diversification and input for marketing strategies.

The development of this plan involves local executive and parliament as the only decision makers. WISATA supported this process based on a demand to be involved in tourism technical aspects. During the project phase, WISATA supported 2 districts, Ngada in Flores and Wakatobi. In Flores, RIPPDA in the district of Ngada has been legalised as the official tourism plan until 2022, while in Wakatobi, the RIPPDA was officially legalised in 2017 and is valid until 2025.

Impact Study in Rural Tourism in Ende and Ngada9

The study considered 44 different factors in order to evaluate the impact of tourism development on the communities of Bena and Nggela (Ngada) and Waturaka (Ende). A first positive conclusion is the wide absence of significantly negative influences. The few problematic issues existing relate to the freedom to avoid tourism as well as the guarantee of cultural ownership in the traditional villages, the behaviour of tourists in Bena and the income distribution in Nggela and Waturaka.

A considerable proportion of factors do not affect the communities in any significant way, neither positively nor negatively. In some instances, neutral influences can be considered an acceptable result in itself. For example, there are no significant signs of detrimental effects of tourism on the communities’ cultures, health, and environmental conditions. There are also no indications of risky livelihood changes. In other instances, neutral effects can reflect the absence of desired positive impacts. This is more often the case in Nggela than in the other two communities. The most positively evaluated impacts refer to empowerment, community cohesion, cultural preservation, and income generation in Bena and Waturaka.

Four conditions influence the impacts of tourism development. The base for any impact is the number of visitors. With growing numbers, the likelihood that positive and negative impacts arise also increases. This is why tourism barely has an effect of any kind in Nggela. The visitor numbers are simply too low. When visitor numbers are growing, the communities’ capacities to organise in terms of structure and routine determine the size of the impacts and whether they will be positive or negative. A functioning community organisation creates common ground and transparency. It helps to mediate conflicts, functions as a focal point for capacity building, facilitates a fair distribution of benefits and allows leveraging of touristic potential for attention and support from public authorities. Income is the most important factor influencing the acceptance and appreciation of tourism. Higher income makes the community more tolerant of potentially negative changes.

The conditions in Bena are the most favourable among the three communities. Bena consequently shows the best results across all impact categories. It is followed by Waturaka, which has smaller numbers of visitors due to differing and more demanding touristic activities, less routine in community organisation, as well as a smaller household income. Nggela, which receives very few guests in comparison with Bena, does not have a community

9 Impact and Carrying Capacity Study in Rural Tourism in Flores


organisation and has limited touristic activities, which do not create community and the marginal household income barely shows any impacts at all.

Study in Tourist Impact Assessment in Labuan Bajo

Labuan Bajo is at a tipping point. The current status quo shows benefits and negative trends, which differ depending on whether they are assessed from a local or national perspective, and today’s decisions about the desired development path for the destination will determine whether things will change for better or worse. Unfortunately, the ‘10 Bali-scenario’ will likely increase national benefits at the expense of the Florenese.

Judging by the profitability of businesses and a mostly relaxed competitive environment, the industry has been on an economically sustainable growth path until now. There clearly are economic benefits being created, in which the local population is partaking on more than just one level. Locals are among the businessmen and women, the majority of jobs go to people from Flores and local entrepreneurs find income opportunities in MSE and the informal sector. However, linkages to other economic sectors, such as agriculture, are weak and present a foregone opportunity to create and spread income opportunities further. The existing benefits are very appreciated by the local population and result in high tourism acceptance among the people.

However, there are also negative trends. The promising future of Labuan Bajo attracts growing numbers of investors and results in land sell-out, rising prices for land and skyrocketing rent prices. Due to the low skill level and high competition among the local labour force, the industry shows a very low wage level. The income is enough to live on, but not enough to accumulate wealth. The dominance of small and medium sized businesses creates a diverse business environment on the one hand. On the other hand, it comes with a high degree of non-compliance with Indonesian labour regulations. The staff is in many cases dependent on employers’ goodwill, which is not sufficient to guarantee decent working conditions and social security. Beyond that, negative environmental impacts are clear downsides of the economic benefits. Tourism in Labuan Bajo contributes to water shortage, land conversion, greenhouse gas emissions, waste and sewage. These are all issues which are in an unfavourable condition, need to be addressed and cannot be outbalanced by the environmental protection achieved in Komodo National Park.

Sustainable Tourism Destination Standard in Toraja Utara and Ende

WISATA supported the district of Toraja Utara and Ende through the pilot implementation of a national sustainable standard. It targets 1) supporting a sustainability situation improvement in the two areas and 2) gaining experience on how to implement such standards as a support to the MoT national programme. Under this initiative, the district of Toraja Utara won the 2017 Indonesia Sustainable Tourism Award (ISTA) as the green award winner in the Cultural category. The support was received positively by the district government through their willingness to conduct a self-assessment of the destination’s standing according to Indonesian sustainable standards and criteria. However, adjustments of any governance practices that are not aligned are not easy fixes. For that purpose, the government of Toraja Utara used the results of the assessment conducted during the pilot as reference for other tourism related authorities that influence destination sustainable practices.

Together with DMO Toraja, the assessment created a simulation of future development plans for Toraja Utara in aligning the indicators of Indonesian STD standards10 with other local authority11 development programmes. The local planning and development agency of Toraja Utara received and was wholly responsible of either fully or partly implementing the application.

For the district of Ende in Flores, the initiative reached its initial phase. The sustainable destination knowledge and purpose have been socialized. Green Destination made an assessment and WISATA conducted a workshop in collaboration with the local Government were the concept of Sustainable Tourism and criteria have been socialized and Green Destination presented their assessment findings.

During the workshop the vice regent stressed the interest and commitment of the local government on implementing Sustainable Tourism. For that reason, the local planning department (BAPPEDA) organized an additional meeting supported by WISATA where the set-up of a Working Group was drafted based on the example of Toraja. WISATA followed-up several times with Bappeda Ende but activities were put on hold because the budget for the year 2018 was consistently cut. Nevertheless the head of BAPPEDA has reiterated

10 Destination Governance-1); Economic for Local People-2); Cultural Preservation-3); Environment Conservation-4). 11 Industrial, Cooperative and UMKM Authorities, Education Authorities, BAPPEDA, DMO, Cultural and Tourism Authorities, Housing and Settlement Authorities, sub district and village leader, Local Water Company, Environment and Population Authorities.


their interest in going forward with the working group as soon as funds where available. The next steps shall be proactive initiatives of the working group and ensuring budget availability of the local government.

Introduction of Strategic Visitor Flow in Toraja Utara, Tana Toraja, Tanjung Puting and Labuan Bajo.

A new destination assessment tool, named Strategic Visitor Flow (SVF), has been introduced in 3 destinations, namely Tanjung Puting (1 district government), Toraja (2 district governments) and Flores (Labuan Bajo and Komodo National Park). SVF allows a destination’s stakeholders to assess the quality of offers from the supply side and to recognise visitors’ activities. The tool must be used and analysed regularly and needs strong involvement of main actors within the tourism of a destination. Output from this tool can supply local stakeholders –particularly government– with accurate data and information for development planning of the destination.

The tourism development in Toraja is now basing their programme in two clusters, western and eastern regions. This was a result of a SVF workshop. In Flores, the results have been used as an input reference for the Master Plan development of Komodo National Park, while in Tanjung Puting, there were fewer responses from local stakeholders.

Pilot Project on Plastic Reduction Initiative (PRI) and Solid Waste Management (SWM)

WISATA has developed a multi-stakeholder approach to tackle PRI and SWM issues, with the aim of increasing stakeholders’ abilities to put a range of measures in place to improve the destination. WISATA has focused on 3 main components: 1) Stakeholder support in planning for implementation and activation of better SWM practices, 2) Pilot projects with communities/ODTW with a focus on improving SWM with methodologies suitable for replication in other ODTW, including a Code of Conduct and 3) Initiatives for the reduction of single use plastics. Government, communities, DMOs, associations and private tourism stakeholders have been actively involved in this process to varying degrees.

With regard to environmental impacts and possible mitigation measures, the overall strategy in the 4 destinations resulted in the increased awareness of local government and tourism stakeholders, increased ability to understand related issues and needs, as well as an increase in the engagement of businesses, DMO and local government to tackle these issues.

In the pilot project area communities, tourism stakeholders and government are engaged in actions directed to improve the waste management of the area/object and have established new or improved communication for planning and implementation. In Ke’te’ Kesu’ (ODTW), for example, the government is now regularly picking up waste from the site while before, it was considered impossible to provide such a service. This new collaboration is the outcome of opening up the conversation concerning the need for a better waste management for tourism sites, identification of needs, roles and collaborative planning for action, which allows the community in the ODTW to practice better waste management with separation of recyclables as well as better disposal. Another achievement in Labuan Bajo is that the women’s groups (PKK/P2L) have taken a progressively bigger role in waste management from continuously leading clean-up activities as well as attracting the collaboration of other groups to become a partner of the government in providing trainings on SWM to the communities of the National Park. They also have been appointed to run a new TPS3R for the city of Labuan Bajo.

More than 60 businesses across the four destinations have implemented PRI. Plastic Reduction Initiative is a movement to reduce the use of plastics and replace it with reusable bags, as well as to utilise water refill station and use water bottle. This initiative is now completely under the management of DMO (Flores and Toraja), IWG for Wakatobi, and PHRI in Tanjung Puting. Having DMOs take part in the process has improved their ability to tackle environmental issues and utilise approaches and tools developed during the project (PRI for all destinations, Code of Conduct for Toraja and Flores-Kelimutu and Sustainable Tourism for Development for Toraja and Flores-Ende).

4.6 Higher Education

Development of a DM Curriculum in Higher Education wa one project’s goals to support the development of sustainable destinations by improving higher education institutions under MoT. It is important to have well-designed curricula that are recognised globally and meet the broad range of basic tourism destination management needs.

HEIs apply relevant and updated DM curriculum in their D4 and/or S1 programs in a competent way. STP Bandung/Bali and PolTekPar Makassar (HEI) are enabled to offer formal education in destination management.

100%

✓


Based on the ideal curriculum design proposed by DM International Expert12, the curriculum developed is based on, 1) Graduates’ competencies and job profiles per study programme, 2) Appropriateness of type and number of courses of study facing the graduate profile, 3) Syllabi for core classes and 4) Teaching materials for core classes.

The curriculum development took more than a year to complete after being started at the end of 2014. The process included going through trainings and discussions, with the participation of relevant lecturers from STP Bandung, STP Bali and PolTekPar Makassar, as well as from other institutions and national main tourism actors. In early 2016, the draft curriculum was proposed by respective HEIs to DIKTI for the first time. A year later, the Destination Management (DM) curriculum was approved by the Indonesian Ministry of Research, Technology and Higher Education (MENRISTEK) through Regulation No. 15/2017 along with the changes of Nomenclature for Tourism Higher Education in Indonesia.

Furthermore, STP Bali has applied some of the revised curriculum in 2017/2018 while STP Bandung will apply it in the academic year of 2018/2019, due to internal adjustment and waiting for the Nomenclature to be finalised. In parallel, all HE Institutions have participated in the strengthening of the syllabus and in teacher training. PolTekPar Makassar has updated their study programme referring to the new regulation but still pending DIKTI’s approval for the school year 2018/2019. In addition, another partner institution that participated in the curriculum development is Satya Wacana Christian University (UKSW), who has applied the entire curriculum for their destination management study since 2016.

To get closer to formal DM education, the three HE Institutions under MoT where connected to international actors. STP Bandung, STP Bali and PolTekPar Makassar continue to maintain their partnerships with international institutions. 1 student from STP Bandung succeeded to participate in the Young Talent Programme and was sent to the 2017 World Tourism Forum (WTF) in Lucerne. 1 student from STP Bandung participated in a 3-month exchange programme to DHBW Loerrach, Germany in September to December. STP Bandung and NHTV Breda have conducted joint research in Toraja, in which the subsequent results were disseminated to PolTekPar Makassar and will be published as the Insight Book Report.

STP Bandung and STP Bali have participated in a video essay competition held by Forum International for Tourism and Environment (FITE), initiated by the French Embassy. One student from STP Bali has managed to proceed to the semi-final round and 2 lecturers from STP Bali presented their papers at the ICTB on 31 August – 01 September 2016. Additionally, STP Bali launched a Community Based Tourism Centre on 27 September.

PolTekPar Makassar is continuing a partnership with a student organisation of the St Gallen University through English mentoring and cultural exchange. After a joint activity in April 2017, PolTekPar Makassar has continued connecting with NHTV Breda, which is open to a further follow-up partnership.

CTDS of STP Bandung has managed to organise training on DM Modules and a performance analysis (exit survey) to be offered to MoT and interested destinations. After the ToT on DM Modules in May, CTDS conducted DM training for Flores and Toraja in cooperation with relevant DMOs and local partners in both destinations. In addition, CTDS has managed to establish a partnership with Universitas Kristen Satya Wacana in Salatiga and has organised a Training of Trainers (ToT) to 22 potential tourism practitioners.

12 Professor Alastair Morrison, Purdue University

The Destination Management Curriculum, which has been acknowledged through MENRISTEK Regulation No 15/2017, is not only applied by HEI’s under the MoT but has also allowed other universities to focus on tourism study programmes in Indonesia. The DM curriculum has successfully extended the impact being implemented in other universities, such as at Universitas Kristen Satya Wacana Salatiga. Having structured curricula, plus professional lectures, has strengthened the position of HEI itself and offered more opportunities for future students to study Destination Management. From a strategic point of view, DM curricula can be officially introduced to members of Hildiktipari (Himpunan Lembaga Pendidikan Tinggi Pariwisata Indonesia), a leading HEI association in tourism with more than 40 members all over Indonesia, creating further opportunities for DM to be introduced and implemented in other universities in Indonesia. Through these actions, we can predict that in the future Indonesia will have a certain number of professionals who can provide high quality performances in Destination Management.

STP Bandung established the Centre for Tourism Destination Studies (CTDS) as a research centre and service provider for DM purposes. The DM Curriculum for academicians as well as the DM Modules for Professionals were developed together with CTDS. The DM Modules consist of 10 parts. The wide range of modules gives the destinations the flexibility to select suitable modules based on their needs. CTDS has conducted ToT for members of the LReN from all 4 target destinations and has collaborated with the private university of Universitas Kristen Satya Wacana Salatiga (UKSW). The DM Modules for Professionals have been anchored to the Deputy of Human Resources and Institutional Relationship of Ministry of Tourism in Jakarta to be used for training programmes under the MoT.


4.7 Vocational Education (SMKs)

One of the important goals of tourism vocational school is to be able to have high quality SMK graduates who are well accepted by the industry. To achieve this, SMKs must have good curricula and professional teachers, strong linkages with the industry, as well as an alumni tracing system. The SMK curricula should match with the industry’s needs, professional teachers can be fostered through teacher capacity building activities, such as through regular teacher internships in the industry. Strong linkages with the industry can be established through industrial partnerships and tracing alumni can be done through tracer studies.

WISATA interventions in tourism vocational school were implemented with a different focus each year:

Year Implementation Stages

2014 This was the initial stage where WISATA identified the common challenges at all 9 supported schools in target destinations. These challenges were: a weak quality of school management, the gap between existing curricula and industry’s needs, missing or under-equipped facilities for in-house training, lack of quantity and competence of teachers and weak or non-existent relationships and cooperation with the industry. These challenges were addressed in the WISATA VET Improving Concept.

2015-2016 SMK curricula (local content) have been developed and school management strengthened. Improvement of school facilities, such as libraries and laboratories, was also the focus in 2015. Start of the Sister School Programme where SMKs in target destinations (supported SMK) are linked to one model school. Through this programme, supported SMKs could learn from the model schools. To improve the link between schools and industries, as well as the competence of teachers, the Teachers Internship and Industries’ Teaching programme where introduced.

2017 WISATA began to support SMKs in developing Tracer Studies and Career Centres. WISATA and model SMKs worked hand-in-hand to build the foundation and mechanisms needed to trace SMK graduates. At the same time, supported SMKs were encouraged to develop a career centre to improve SMK graduates’ competitiveness.

2018 Aimed to ensure sustainability and the programme’s impact with local stakeholders. Before phasing-out strengthen the participation of local industry and government to continue the programme independently and spread the programme.

Table 6 – Implementing sequence of the SMK program

Prior to WISATA’s intervention, the supported SMKs only have a few corporate partners within their area. During the intervention, especially through WISATA Sister School Programme (WISSPro) and WISATA Teacher Internship Programme (WITIP), supported SMKs were introduced to various corporates outside their respective area in Bali and Makassar (see Table 7). In addition, all supported SMKs are now able to involve industry partners in a more strategic way. The industry has now a wider role than just providing a place for student internships, but also for teachers or act as guest speakers, and through their CSR programme to support school facilities e.g. tools and equipment for school laboratories in the kitchen, restaurant or rooms. All that helps to improve the quality of school and the management. All 9 supported SMKs have successfully developed cooperation with industries inside and/or outside their area. Each SMK had preferred partners who enhanced student competencies and helped strengthen school management.

Improved teaching materials, teaching methods as well as content modules are now available at all supported SMKs. An improved Library with sufficient books, trained staff and a computerised school library system is available at all schools, as well as creative activities to increase students’ interest in using the library (book reading competition).

Local content curricula and teaching material are now available, such as “English for Tourism,” in Tanjung Puting, Wakatobi and Flores. Toraja focused on local cultural heritage from traditional dancing to cuisine. Similar for SMK St. Thomas Maumere, where now “Budaya Sikka” is applied in the school. These local content modules are acknowledged by the local Government (Dinas Pendidikan) at district and provincial level.

By the end of the project, 75% of graduates from supported SMKs are hired by the private sector or go for higher education, whereof 75% of the employed graduates are in tourism.

Selected vocational tourism schools (SMKs) in target destinations are supported in improving their performance towards adjusting and applying their programmes to meet the industry’s needs.

77%

✓


Table 8 – teachers, WITIP participants and students participating in internships

Destination Supported SMKs Industries

Flores SMKN 1 Labuan Bajo Hotel Ayana, Hotel Jayakarta, Hotel Blessing, Hotel Matahari, Hotel Le Pirate, Restaurant Le Pirate

SMK Swakarsa Ruteng Hotel Sindha Ruteng, Hotel Blessing, Hotel Matahari, Hotel Le Pirate, Restaurant Le Pirate, Matahari Tour & Travel

SMK St Thomas Maumere Coconut Garden Resort, Sea World Club Resort, Incito Tours Maumere, Safari Floresa

SMKN Jerebuu TIC Bajawa, Hotel Manulalu, Hotel Edelweis 1, Hotel Edelweis 2

Tanjung Puting SMKN 1 Pangkalan Bun CV Bali Borneo, PT Borneo Hijau Persada, Swissbel Hotel

Toraja SMK Eran Batu II Milisiana Hotel, Hotel Heritage, Hotel Luta, Hotel Indra, Hotel Rantepao, Hotel Hiltra

SMK Wirawisata Makale Milisiana Hotel, Hotel Heritage, Hotel Luta, Hotel Indra, Hotel Rantepao, Hotel Hiltra

Wakatobi

Note: both SMKs established cooperation with industries in Kendari

SMKN 1 Kaledupa Swissbel Hotel, Clarion Hotel, Athaya Hotel, Horison Hotel, Wakatobi Hotel, Rajawali Hotel Bau-bau

SMKN 1 Wangi-wangi Swissbel Hotel, Clarion Hotel, Athaya Hotel, Horison Hotel, Wakatobi Hotel, Rajawali Hotel Bau-bau

Table 7 - List of partnership between supported SMKs and industries

The teacher internship program (WITIP) was initiated to improve teachers’ capacities. Participating teachers receive an opportunity to interact on a daily basis with practitioners from hotels, tour operators as well as airlines. A month of intensive training enriched the teachers’ knowledge and experience in the latest updates from the workplace. In 2015-2017, WITIP was successfully attended by a total of 69 teachers from 9 supported SMKs, 5 Model SMKs and 2 schools outside the WISATA programme (these 2 schools, SMK Citra Bahari and SMK Unggulan, were sent and funded By District Government of Wangi-Wangi). Teachers who participated in WITIP changed each year to ensure most teachers receive the same opportunity and experience. The teachers were appointed by their respective schools. Teachers are now able to develop teaching materials using the experiences gained during their internship period. Through WITIP school-industry partnerships increased every year. At present, 22 industries support the programme consisting of 10 well-known 4-5 star rated hotels in Bali and 3 hotels in Makassar as well as 1 national airline in Bali, 7 tour operators in Bali and 1 tour operator in Makassar.

In order to improve the quality of student internships, a set of internship toolkits based on Law No. 10/2009 on Indonesian Tourism have been developed and introduced in all supported SMKs. These internship toolkits consist of a) Student Guidebook; b) Student Internship Journal, which includes the Indonesian Standard Competences; c) Parent Guidebook; d) Teacher Guidebook; and d)

Teacher Monitoring Journal.In 2017, the

internship toolkits were used in all supported SMKs in WISATA’s target destinations after being piloted in 2016. The Teacher Guidebook received an acknowledgment by the Director PSMK of Ministry of Education Republic

Destination Supported SMKs No of Teachers

WITIP 2015-17

% Student internships

in 2017

Flores SMKN 1 Labuan Bajo 80 8 10% 265

SMK Swakarsa Ruteng 46 8 17% 81

SMK StThomas Maumere 46 6 13% 60

SMKN Jerebu’u 17 3 18% 17

Tanjung Puting SMKN 1 Pangkalan Bun 3 1 33% 25

Toraja SMK Eran Batu II 22 6 27% 9

SMK Wirawisata Makale 13 3 23% 9

Wakatobi SMKN 1 Kaledupa 17 3 18% 10

SMKN 1 Wangi-wangi 24 3 13% 8

TOTAL 268 41 15% 484

The WITIP programme resulted in a positive impact to the sustainable relationship between teachers, SMKs and industries. For example, Bali Dynasty Resort and Mercure Sanur had contributed room amenities and restaurants amenities to SMK Wirawisata Makale, Toraja and SMK Negeri Kaledupa to improve their in-house training. Asian Trails Tours and Travel and Wyndham Hotel Group commit to continue receiving students from SMK St. Thomas Maumere and SMK Negeri Kaledupa for on-the-job training.


Indonesia. In addition, the 5 model SMKs in Bali, Makassar and Surabaya have duplicated and applied these internship toolkits for their students. Error! Reference source not found. shows the list of students that went for internships in 2017 and used the toolkits.

The objective was to improve students’ competitiveness in industries, meaning an increased number of graduates that are hired by the private sector or are going for higher education in tourism. To track these students after graduation, and at the same time maintain a partnership with industries, a tracer study system using the Qtafi application has been developed in cooperation with STP Bandung and introduced at all supported SMKs, incl. Tracer Study modules and guidelines.

At present, the tracer study has generated data from the graduation year 2014/2015 and 2015/2016 in each destination. The percentage of students who work after graduation can be seen below. Project hasn’t done in-depth analysis whether students stay in the destination or moving away. However, from the observation during the result assessment, respondent in Tanjung Puting and Toraja mentioned that due to the rising tourism in their destination, students prefer to stay in the city to work instead of migrating to other places. In the hotel where the respondent works, all the staffs are local people both who graduate from tourism school and regular/public schools. The number of students who worked after graduating in 2014/2015 and 2015/2016 exceed 75%.

School

Graduation year 2014/2015 Graduation year 2015/2016

Total

No of students work after graduated Total

No of students work after graduated

(figure) (%) (figure) (%)

Flores 465 358 77% 611 474 78%

SMKN 1 Labuan Bajo 314 235 75% 443 342 77%

SMK Swakarsa Ruteng 110 90 82% 121 96 79%

SMK St Thomas Maumere 41 33 80% 47 36 77%

SMKN Jerebuu 0 0 0% 0 0 0%

Tanjung Puting 77% 76%

SMKN 1 Pangkalan Bun 234 176 75% 270 205 76%

Toraja 47 36 77% 35 27 77%

SMK Eran Batu II 39 30 77% 25 19 76%

SMKN Wirawisata Makale 8 6 75% 10 8 80%

Wakatobi 98 74 76% 115 88 77%

SMKN 1 Kaledupa 17 13 76% 19 15 79%

SMKN 1 Wangi-wangi 81 61 75% 96 73 76%

Table 9 - % of students work after graduation

4.8 Dissemination of Experiences

Reflecting on WISATA’s achievements, several district governments of the target destinations independently carried out activities introduced by the program. In Manggarai Barat, for example, the district government carries out the Exit Survey by themselves. In Toraja Utara, the district government took an initiative to participate in Indonesia Sustainable Tourism Award 2017 and managed to receive the green award winner in the Cultural category. In Flores, the CoCo programme received positive feedback and district governments outside the pilot programme locations (Manggarai Barat, Flores Timur, and Nagekeo) showed their interest to adopt and implement CoCo. These show the direct impact of WISATA programmes, which encourage local governments to self-initiate and carry out the activities independently.

Outside the WISATA program, the DM curriculum was successfully extended and implemented in another university that is Universitas Kristen Satya Wacana Salatiga. This strengthened the position of HEI and offered more opportunities for future students to study Destination Management. In vocational education, the success of

Number of project experiences and lessons learnt from target destinations applied by MoT and DMO/FTKP outside WISATA.

Target: at least 2 destinations outside the WISATA program apply at least one tools and/or approaches developed by the project.

Project approaches and experiences are used for policy making and program design by Government and other stakeholders.

Not yet

✓


WITIP brings the interest of other schools to replicate the program and implement it on a wider scale. Furthermore, the Destination Management (DM) Training was implemented independently by Universitas Kristen Satya Wacana Salatiga.in cooperation with CTDS STP Bandung in November 2017. In the Q4 of 2017, WISATA together with supported SMKs and model SMKs intensively advocate WITIP to be adopted as a national program. Although the result is not yet known at the moment but the response from the Ministry of Education is positive.

So far there are no destinations outside the WISATA which apply tools or approaches developed by the program.) There is a strong interest from both the Ministry of Tourism and/or local government to adapt the skill improvement tools into several regional and the national system. WISATA has advocated the DM, HoCo, ToST and CoCo programmes into a national application under the MoT. All programmes have been appreciated well by the MoT and are currently used by the department of “Institutions and Human Resources (Kelembagaan dan SDM)” to design their national program. Of particular interest is the CoCo Program which is used by the sub-department of Community Development to contribute to the design of one of the priority programs (homestay training and tourist village training (pelatihan homestay dan pengembangan destinasi pariwisata dan desa wisata). Furthermore, the certification agency (LSP) Phinisi Makassar has utilized the Tourism Skills Training (ToST) Program as part of the national competency certification for the tourism workforce in Sulawesi. All programmes have been officially handed-over to all destinations and the Ministry of Tourism during the Final Program events.

In 2017, WISATA actively disseminated project experiences and lessons learnt in several events. In cooperation with the University of Lucerne, an impact study has been done for Labuan Bajo as a fast growing tourism town and the three cultural villages of Bena, Waturaka, and Nggela. The results were presented at the World Tourism Forum 2017 in Lucerne.

On the 31st of October and 1st of November 2017, WISATA participated in “International Conference on Sustainable Tourism”. It was an event held by the Indonesian Ministry of Tourism, conducted in Yogyakarta with the cooperation of UNWTO and GSTC. 3 honourable and 2 keynote speakers, including the Director for Sustainable Development of Tourism, UNWTO & CEO Global Sustainable Tourism Council gave their presentation. More than 20 speakers from related fields also gave presentations, including WISATA, where the Project Manager took the opportunity to share destination sustainable practices from the WISATA Project.

The district of Toraja Utara, who won one category of Indonesia Sustainable Tourism Award (ISTA), took the opportunity to showcase Toraja Utara through a session named “Show-case of 17 Top Destinations of Indonesia Sustainable Tourism Awards”.

Following the MoT program, on the 2nd and 3rd of November 2017, WISATA continued its participation in GSTC Emerging Destinations Workshop by Global Sustainable Tourism Council (GSTC), also in Yogyakarta. The event was attended by international participants and WISATA, who also presented its experiences in a session named: “Destinations - developing internal capacity while working with NGOs and the central government”.

Based on the recommendation of the MTR in 2017, WISATA organised three think-tank workshops with the aim to provide for relevant topics recommendations to the Ministry of Tourism.

1) 1st Think Tank with 18 participants from all 4 destinations and the MoT. The Topic was “Destination Management in Indonesia how to be effective and sustainable”. After 2 lively and dynamic days, 4 main challenges and 3 recommendations were formulated and submitted to MoT. A follow-up meeting with the MoT and Bappenas took place with the aim to further clarify on the legal possibilities of Destination Management Organisations. Until this time, there has not yet been an update for further clarification.

2) 2nd Think Tank had the topic “WISATA Service Quality and Destination Management Training Programs what it is and how it can be used/included in local Government programs?” It covered the issues of Hospitality Coaching (HoCo), Tourism Skills Training (ToST), Community Coaching (CoCo), and Destination Management. The workshop addressed 6 recommendations, and all participants that represented public and private stakeholders from 4 destinations appreciate all topics very well.

3) 3rd Think Tank workshop had the topic “WISATA Destination Assessment Tools & Programs what it is and how it can be used/included in local programs” It covered the destination assessment tools developed by WISATA including Sustainable Destination Standard, Exit Survey, Sub Sector Survey, and Strategic Visitor Flow. It was attended by 18 participants and formulated 5 challenges and 7 recommendations.


5 Sustainability

5.1 Measures to enhance project sustainability

To enhance the sustainability the project done several measures, depending on the interventions:

1. For Destination Management the critical issues are a) their legal status, and b) financing activities and running costs of the organisation. In regard to organisational set-up, DMO Flores and DMO Toraja are advanced with the availability of organisational tools and set-up. Internal capacity has been delivered and DMO Flores, with its operational unit and hired staff, has been able to finance 50% of its operational costs and delivered tangible service to destination. For future operation, and to reduce costs, the DMO Flores optimised its operational unit and reduced the team size, working more with freelance. It is expected that they will be able to cover their reduced operational costs in the future. All the other organisations have nearly no operational costs since their members work on volunteer base. DMO Toraja has experienced in two fundraising cycles towards selling advertisement and owns initial fund. IWG in Wakatobi is still in the early phase in terms of financial independence for own activities while in Tanjung Puting, the organisation has not indicated any progress until the end of WISATA.

in CHF Flores Wakatobi Toraja Tanjung Puting

DMO income 19,694 7,246 7,447 2,478

WISATA operational 20,362

WISATA activities 18,918 17,270 13,325 13,941

Table 10 – overview of DMO income and support through WISATA in 2017

Both critical issues are interlinked and were discussed at the 1st Think Tank Workshop. The conclusions were:

▪ Not all destinations require the same organisational form (single vs multi-district destinations).

▪ Effective destination management organisations require a legal status of the central and/or regional government with access/financial support.

▪ Some potential organisational formats that have a legal aspect should be followed up: BKAD for multi-district (multi-regional) destinations BPPD for singe district organisations (one area), the spectrum of tasks should be broader Other forms of organisation for consideration of local conditions should be addressed/supported in a

more flexible management framework.

These legal issues have been taken up by the DMOs and Flores has created a company under the organisation to be eligible to get assignments from the local and national government.

Anticipating slower response from MoT and Bappenas to the Think Tank’s recommendations above, the DM Modules for practitioners is dedicated to improve the capacity of tourism’s key stakeholders from public and private sectors in destination to manage the destination properly. The DM Modules and program is implemented and applied by CTDS of STP Bandung at this moment and onwards. At the same time, the new structure of the MoT that has just effective at the beginning of this year has given more attention to the service quality of national tourism related organisation including destination management, which is under the same Deputy that manages the CTDS of STP Bandung. This situation can benefit each other, of which DM for practitioner can be the backbone to one of MoT Deputy’s mission to improve key organisations function in the destination management.

2. Marketing and Promotion is one of the important tasks in Destination Management. To maintain certain level of promotion the following support or preparation has been or will be provided:

▪ All destinations have their own branding which is or will be protected by intellectual property rights. To strengthen these brands, they are socialised among government agencies and the private sector to apply it in their own promotion activities. For multi-district destinations like Flores, the ownership of the branding has been transferred to the Provincial Government, which has assigned the DMO to take care of it. In addition, it is emphasised that the Governor issues a decree (SK) to all district mayors of the destination to use the branding in their promotion efforts.

▪ Electronic marketing tools like website, newsletter, apps, and social media have been built up and anded over. They are not very costly and can even generate income through advertisements and booking engines. The project has trained the assigned persons to regularly update the tools or link them to a local small business to do it for them (outsourcing).


▪ Collaterals (catalogues, city maps, etc.) can be financed through advertisements that generate additional income to cover operational costs. The DMOs have been supported to find local designers and printing companies (outsourcing).

▪ Promotional activities like Fam Trips as well as national and international Trade Fairs can only be done if they are sponsored either by Governments or through 3rd parties (Tour Operators, Airlines, MoT or local Governments). All destinations are linked to the marketing department of the MoT, and local government are aware to make use the promotion access provided by the MoT.

3. To make Service Quality Improvement SQI measures available in the long run in the target destination, the following support or preparation has been provided. Different tools like Toolkits, skill training modules (ToST), Hospitality Coaching Program (HoCo), and Community Coaching Program (CoCo) are available to the DMOs and/or associations. Together with local authority, these tools will be a continuation of capacity building for local organisations (DMOs, associations) in how to manage SQI programs. Local authority is expected to be able to utilise and cooperate with local resource networks, like FReN (for Flores) or TReN (for Toraja) where members act as local trainers or consultants. Local government can take part to support DMO to socialise and promote the SQI tools and the local Resource Network for relevant program of the government. DMO/association can also propose proposals to be submitted to potential sponsors for their services. Several local governments have already included such programs in their implementation plans 2018.

4. For CBT programs, the connection to the market provides great lessons. They are:

▪ It is important that communities are supported in building up their internal organisation and capacity, including how to develop tourism offers (homestays, attractions, products), handle financial aspects, how to receive guests, and linking them to interested tour operators. In general, how CBTs are linked to the market gives them confidence on how they can be benefiting from the tourism market by utilising the resources that they have.

▪ In the future, the CBT management needs to maintain the stability of their offer and continues improving. Therefore, the CBT group needs champions or leaders.

▪ The role of government and tour operator/tour guide together can provide regular input to CBT group so that their product remains attractive and worth-selling. In every destination, duplication of a whole or part of the CBT program to other potential CBT can be done by local government by utilising related local trainers under the local resources network and the CoCo programme.

5. In regard to Sustainable Tourism Destination, pilot in Toraja Utara indicated that national program should be encouraged to other tourism destination aiming for local stakeholder to start monitor the destination and get gradual action towards STD standard and criteria. Concerning Solid Waste Management issues, the local governments are already quite aware of the problems. In Labuan Bajo, a roadmap on SWM was developed with the support of the project to be used by all parties involved as a reference. Other environmental issues and concerns are addressed and built into some training or coaching programs like HoCo. The second approach is by integrating environment in the application of national sustainable tourism standard together with topics of destination governance, economic for local people and cultural preservation, lead to future mission to align government development program towards national destination standard and criteria.

6. For Vocational School improvements, support has been given in building up a network/partnership with tourism industry, within the destination directly, through the schools and outside the destinations (Bali, Makassar, etc.) via the sister schools. This network will be used for teacher-internship programs, which has been promoted to the provincial government for financing as part of school improvement measures as well as for improving training quality through student internship and guest lecturers from the industry.

7. For Higher Education Institutes

▪ The new destination management curricula supported by the project is approved by national education authority and officially applied in academic year 2017/2018 onwards by STP Bandung and STP Bali.

▪ Scholarship programs for talented SMK graduates can be implemented by the STP Bandung. The project, together with the DMOs, has promoted this possibility to local and provincial Governments for sponsorship of youth from their respective regions. So far the response to apply such a scheme was quite limited.

▪ CTDS within STP Bandung will act as a service provider for Destinations. CTDS has now a range of services available like data collection and assessments, training providers in Destination Management, etc.


5.2 Status of exit strategy implementation

For all program in destinations and liaison office in Makassar, the closing ceremony events have been done with relevant stakeholders. In Toraja it was conducted on 17th of April, in Tanjung Puting on 19th of April, in Makassar liaison office and Flores on 3rd of May and in Wakatobi on 8th of May. All closing events were attended by senior local government, either Bupati and/or Head of Bappeda or representation of local parliament, businesses, associations, university, community groups, VET schools in the destination. MoT and SECO representatives participated in the closing event in the destinations.

As part of the closing event, handing over of project result was done by SECO to respective recipients in each destination. The handing over of project assets is made to the recipients approved by SECO in each office. Asset transfers are gradually done after the closing event. The office operation of Toraja, Makassar and Tanjung Puting was terminated by the end of May.

The national disengagement event was conducted in June 2018 between the Ministry of Tourism and SECO. All project tools were disseminated in all destinations including handing over of all soft copies and materials to MoT and STP Bandung during the official program closing. The table of materials can be seen below:

Table 11 - Project tools disseminated to partners

Topics Sub-modules / cycles Training Kits Recipients


1. Workplace Cooperation 2. Service Quality and Human

Resource Management 3. Good Environmental Practice

and Community Engagement

• Power Point Presentation + Participant’s Handout

• Participant’s Book

• Trainer Guide

4. MoT 5. Supported

Destinations

Tourism Skills Training (ToST)

1. Housekeeping 2. F&B Service 3. Good Kitchen Practices 4. Receptionist 5. Health & Tourism 6. Tour Guiding

• Power Point Presentation


• Tips & Tools for Participants

• Trainer Guide

• Principles & Practices for Trainers

7. MoT 8. Supported

Destinations

Community Coaching (CoCo)

1. Organisational Development for CBT Groups

2. Financial Literacy 3. a. Homestay management

for CBT Groups 3. b. Homestay Management

for Owners

4. Local Product Development

• Power Point Presentation + Participant’s Handout


• Trainer Guide

• Principles & Practices for Trainers

1. Ministry of Tourism

2. Supported Destinations

Destination Management Training for Practitioners

1. Introduction to Destination Management

2. Destination Marketing 3. Tourism Planning 4. Visitor Management 5. Crisis Management in

destination 6. Leadership & Coordination 7. Research & information 8. Management and Financing

DMO 9. Human Resources for

Destination Management 10. Community Involvement

▪ Hand Book ▪ Trainer Guidelines

(manual) ▪ Training Handout

1. Ministry of Tourism

2. Center for Tourism Destination Study- STP Bandung


6 Risks

Risks have been analysed and a risk mitigation strategy forms part of the project. Most of the risks for economic development and well-being analysed are not under the direct influence of the project. The risks described in the table below are being monitored regularly.

Risk Description Mitigate measures Importance of the risk

Actual situation monitored

6.1 Political risk

Due to governor elections in 2018, and the Presidential election in 2019, the change of political context may lead to change in tourism policies, which affects result of project relevance

Related organizations / networks in each destination would adapt their position toward the changes utilizing local wisdom context

Low Local governments have seen many of the usefulness of project result. Some are eager to continue but it would depend on the government agenda and timing. The changes of leader may influence the continuation of the project result

The security of a destination still affected by communal violence, mainly fuelled by Islamist radicals

Until the end of project phase, the targeted destinations have not been affected by domestic violence. It should be no need domestic security climate for project, but individual may need

Low / Medium

The terrorist attacks by Islamic radicals have come back. Targets are the Police and the parties that are considered to be ideologically different. After rebellious terrorist inmates attacked the Police jail in Depok – close to Jakarta – at early of May, a number of brutal attacks through bombs and assaults occurred respectively in three churches in Surabaya and several areas in East Java and Pekanbaru, with Police Station as the target. The attacks were done by suicide bombings or individual attacks. In North Sumatra and several other areas, a number of suspected terrorists were arrested by the Police.

6.2 Development Risk

Local governance system needs many criteria that narrowing chance of DMO being official partner

Encourage DMO to prepared their legal standing fits to the requirement form government system

Medium In local governance system, availability of legal standing of an institution or organisation is a must to tie them into a partnership. For some local government tasks actually can be done through DMO, however it needs expected legal standing to be fit to the requirement.

Personnel changes among local government and supported institutions hinder ownership and the take-up of capacity building

For DMOs and some local government, WISATA II primarily focuses on both of institution building and improving function. Improving tourism education will broaden the range of specialists at hand. Partnerships between Swiss and Indonesian training institutions will ensure access to know-how beyond the project scope

Medium Personnel changes often happen within the governments agencies on all levels. The project continuously informs and involves newly assigned government partners, but often it takes time to build up understanding and motivation.




Personnel changes among supported institutions hinder ownership and the take-up of capacity building

Ensure that capacity building equipment stays on destinations by handed over to local service providers and networks at destination level and Ministry of Tourism at national level, for future use

Medium Personnel changes often happen within the governments agencies on all levels. During the project time, Wisata continuously informs and involves newly assigned government partners. At the end of project, all capacity building materials and system are handed over to Ministry of Tourism - in national level - and DMO and/or service provider networks in destination level, for future use.

Limitations on destination management knowledge hampers many key stakeholders for proper collaboration

Educate stakeholders in districts, especially local governments on the importance of developing integrated tourism destinations, ensure there is collaboration horizontally (between districts) and vertically (within the district government itself), both between public and private sectors by creating a destination management module for practitioners and ensuring it stays in destinations through hand over to national service provider (CTDS - STP Bandung) as a service that can be offered nationally

Medium Destination management needs collective collaboration by all stakeholders. Some roles are handled purely by government and others are under the cooperation of government and private sectors. The “silo effect” hinders the effectiveness of many destinations, as individual stakeholders don’t understand that their collective presence will result in better destination performances. Some approaches are left behind, such as destination research and planning, visitor management, and destination leadership and coordination.

The WISATA project assisted the Centre of Tourism Destination Study of STP Bandung (Higher Education Institution in Bandung) to develop DM training modules, which are now being disseminated.

Regional autonomy (district) hampers inter-district collaboration in tourism areas spanning over several districts (idem for cooperation between national park management/local authorities)

Due to the end of project phase, WISATA could provide strong recommendation with the fist Think Tank result as the base.

Medium Decentralisation affects the work in the WISATA project to a medium degree. This is due to an overall decentralised political climate and also due to a geographically challenging situation. Indonesia is widely spread out and the project includes 16 districts in 4 provinces. In addition, there are 4 national parks that are managed directly under the central Government with the Ministry of Forestry. This parallel government can create conflicts between National Park authorities and the local government, like in Wakatobi, as it is a district but also a National Park.

A higher impact have the individual districts for the DMOs of multi-district destinations since cooperation among individual districts is very difficult, which affects the operation of the DMO (e.g. financing of common promotion activities).

Financial sustainability prevents DMOs and tourism association from delivering services beyond the duration of the project

Clear business plans that include a gradual phase out of support have been established. WISATA II supported DMOs and local institutions to develop regular revenue sources through

High Financial sustainability of the DMO/FTKPs is a big challenge especially after the MoT programme changed from an organisational structure to a volunteer based forum. Through this, the DMOs do not get support from the governments and have to search for other sources.

The most advanced project supported the operational unit of the DMO in Flores in developing its Business Plan and preparing activity proposals for the government and larger companies that have a CSR program. With the




service provision and membership fees, which decreases their dependence on government funding

Government is seems quite difficult to get assignments except in Ende, which is interested in a cooperation. Another source of income is through services for businesses like advertisements and reservation/bookings or operating TICs.

In Toraja the situation is a bit like in Flores where the DMO/FTKP is preparing its Business Plan. So far, they generate some income through advertisements, but it is still far away from being self-financing. Since there are only two districts, there is a chance to get assignments from the local Government and the private sector.

Wakatobi is different as there is only one district and most of the FTKP board members are from the government. Therefore, the FTKP can run on a voluntary basis and activities defined by the members are often taken over and financed by the government.

6.3 Reputation Risk

SECO might be associated with negative phenomena (environmental damage) caused by tourism

Although this is an external factor beyond the control of the project, SECO would be able to communicate to the public that WISATA II was explicitly designed to prevent that phenomena

Medium / high

Due to increased activity, the government has focused more on the issue of tourism, requiring the local SC WISATA team to put an increased effort in proper co-ordination and communication. As a base for cooperation, the project developed, together with the local governments, so called RKTs or yearly activity plans, which are signed and supported by the Bupatis of the districts and acknowledged by the provincial Governors.

With the MoT’s new development plan to increase the visitor numbers to 20 million by 2019 and its focus on 10 priority destinations, there is a high potential for negative environmental and social effects. Since 2 of these 10 priority regions are also project areas, there is a danger that such negative effects will be associated with the project and SECO/SC. On the other hand, with its support in applying the newly introduced National Sustainable Tourism Destination Standards, the project can build-up a positive image.

6.4 Financial risks

Corruption, loss of funds or investments

Funds will be managed by Swisscontact, a long-term partner of SECO and is subject to a half-yearly audit

low The project is enforcing accounting procedures including regular audits through Price Waterhouse Coopers Indonesia. Throughout the project phase, these audits, including the last audit, have been very positive.

Indonesia is vulnerable to exchange rate volatility

The project will closely monitor exchange rate changes to optimise funds

medium Within the 1st semester of this year the exchange rate was quite stable between 13’400 and 14’000

6.5 Environmental and social risks

Uncontrolled development of destination may lead to environmental destruction

Supporting target destinations in mitigating negative environmental and social impacts of tourism is a key

Medium / high

Solid waste is a major problem in all target destinations, especially in larger towns. Based on findings of an assessment in Labuan Bajo, the project supported the implementation of a SWM system and the implementation of a pilot that measures how to improve the waste situation. Activities so far have been




and loss of identity element of WISATA II’s approach conducted in close contact with the local government leading to practical results and a slow but steady increase in awareness regarding the waste situation. In two additional areas Bajawa and Moni, SWM activities are duplicated as well as in the new destinations, Toraja and Tanjung Puting.

Wakatobi came into attention when the leaving Bupati promised that the BOP would get 50’000 ha of land to be used for investments. This has already created protests among the local population. Fortunately, the situation has changed with the new Bupati and according to the local government, the use of the 50’000 ha is not valid anymore. They plan to start moderately by focusing on the small island of Hoga, north of Kaledupa.

However, this year, the Indonesian government piloted the implementation of Sustainable Tourism Destination under its Ministry Regulation #14 year 2016 through an award named the Indonesian Tourism Award (ISTA). The regulation aims to drive destination management in a proper way through 4 topics, including: destination planning, ensuring economic for local people, social preservation and environment mitigation. The effort is at the initial stage of long-term goals of have a sustainable tourism destination certification system. In 2017, Toraja Utara and a traditional village in Tanjung Puting participated in this award competition.

6.6 Risks relating specifically to the tourism sector

Visitor numbers might fall due to terrorism acts, natural disasters, economic crises in key markets

Support provided by the project (especially communication and marketing) is even more important to mitigate effects of such external factors. While disasters and crises affect results at the impact level, they would only marginally affect the achievements of the outcomes

low / medium Visitor numbers steadily increased over the last several years, except in Tanjung Puting, where they experienced a decrease during the second semester due to a bush fire.

Accessibility of destinations deteriorates (e.g. flights, roads, etc.)

The project has limited influence in improving the accessibility of a destination. Nevertheless, support will be given to local stakeholders in lobbying the governments to address infrastructure constraints (as in Flores)

medium Due to the efforts of the national program, many airports and their air connections have been improved substantially e.g. Flores, where all 3 main airports (Labuan Bajo, Ende, and Maumere) are now served by Garuda (directly from Jakarta) and others.

For Toraja, the situation improved a bit, with the main connection via road (8 hours’ drive) and twice a week flight connections, but they are not so reliable. There are plans to build a new airport in Toraja and Garuda has newly opened a flight from Makassar to Palopo.

In Wakatobi, the airport has improved with a new terminal and the runway will be extended. At the moment, the flight schedule from Makassar – Kendari - Wangi-Wangi remains the same. By the end of 2017, Garudah has newly opened a flight from Makassar to Kendari.

For Tanjung Puting, the situation remains the same and no improvement of the airport is foreseen.


7 Lessons Learned and conclusions

Indonesia is a large and attractive country with a very diverse natural and cultural spectrum, resulting in a high tourism attractiveness. The Indonesian Government recognises this potential and in the past decade lifted the development of the tourism sector on a high priority. This was also reflected in their development plan a) with the DMO program between 2010 till 2014 focusing on 15 selected destinations and introduced DMOs there which were transformed to Forums at the end and b) between 2015 until 2019, with the 10 “new Bali” program introducing new Badan Otoritas Pariwisata to coordinate government projects and accelerate investments.

SECO recognises this potential as well, and starting 2009 in cooperation with the Ministry of Tourism RI supported their development efforts with the WISATA program. In a first phase focusing on one destination in Flores to strengthen the DMO and supporting the tourism sector in the destination as a whole. With the second phase program expanded to three additional and quite different destinations Toraja, Wakatobi and Tanjung Puting. Swisscontact was assigned by SECO to implement the program.

Tourism is a very wide and complex economic sector with a broad range of players on different levels. Normally a project focuses on one specific aspect and target group to be strengthened. With the WISATA program we got the chance to apply a holistic program including more or less every aspect of this complex sector. This gave us the chance to develop a destination as a whole! This required also some flexibility to adjust approaches and interventions. Such comprehensive programs have of course as well challenges! Below some main points:

▪ In Indonesia all is structured following political boundaries, from the central Government to provinces, districts and sub-districts tourism destinations do not necessarily follow these boundaries and there exist single as well as multiple district destinations! On the other hand, with the decentralisation each district has its own program which makes it rather difficult to bring all together for a common destination vision and goal. Therefore, especially for multiple district destinations, a DMO can be the solution!

▪ Each district with its local planning and implementation, often do not match with the national or provincial programs. Harmonization of regulation in regard to political and technical system is urgently needed. This can be done with a Tourism-Master Plan, but it needs the involvement of local stakeholders, clear ownership and acceptance by all parties.

▪ The development programs of the central government are quite ambitious, which needs time and clear frame conditions. This was also the case with the DMO program in the 15 destinations where WISATA was linked to. If a DMO shall work professionally it needs a legal body recognised by all parties incl. the government. This legality was not seen as necessary by MoT and therefore the change from a DMO to a forum (FTKP) took was initiated such a loose set-up will not be able to a) work professionally, b) accepted by the stakeholders and c) survive in the mid-run.

▪ Financial sustainability of the DMOs is still a main challenge. Different to the rest of the world DMOs in Indonesia are not financially supported by any level of the government to cover or at least contribute to their running costs. This issue, in relation with the ideal organisational set-up, was the topic of the 1st Think-Tank which needs to be followed-up. with an adjusted set-up a DMO should become eligible to receive government funding, for both operational coverage as well as program implementation.

▪ There is now a wide spectrum of innovative, high quality tools and approaches available, such as DM Module for practitioner, HoCo, CoCo and LReN, which can be an appropriate solution in the Indonesian context the MoT is aware of that but it needs the support and willingness to make use of this and cooperate with the DMOs.

▪ It is important for destination to review their performance in appropriate way, free from political force and base on pure technical judgment. It is strongly recommended that planning in local / district level must be guided by proper review which is based on actual performance analysis.

Technically, the integrated Destination Management approach is very important and necessary in Indonesia. The Project has experienced that improved functionality of DM functions is definitely required across all aspects of tourism destination governance. However, in relation to the DM organization, the political aspect limits its performance when the prevailing system of government has not provided a place where it can be independently funded for the services provided.

Project is designed accurately to improve the governance functions of the destination, which found weak in almost all supported destinations. However, in the area of inter-institutional cooperation that regulates destination performance, there are some limitations, especially when the DM organization needs to meet specific legal


aspect which are highly bureaucratic and require political will from the local government. In this political area, project could hardly intervene to support the organization since it was the domain of domestic affairs.

The overall outcome of the WISATA program the project management judge as very positive since a) the destinations benefited from the project and b) new and innovative approaches and tools have been developed and tested, which are ready to be absorbed by the Ministry and local Government programs. On this point I would like to thank SECO for their trust and support as well as to the Ministry for their cooperation.


Annexes

Annex 1: Output Performance Indicator results reflected on target YPO 2017

Annex 2: Destination Summaries


Annex 1: Output Performance Indicator results reflected on target YPO 2017

Output Performance indicator results reflected on target YPO 2017 detail Flores TP Toraja Wakatobi % of

Target Result Target Result Target Result Target Result YPO 2017

OUTCOME 1: Destination performance and competitiveness are improved by the existence of effective destination management and tourism services in target destinations.

1.1 Suitable partners identified and supported to effectively provide Destination Management Services in target destinations total% : dest.

1.1.1. Number of local tourism actors identified and trained to professionally manage their destination: Target: In each destination, at least 1 group of 5 local tourism actors

Master Trainer

Trained pers.

2 5

2 13

2 5

0 5

2 5

5 21

2 5

4 0

138% : 3

195% : 3

1.1.2. Number of local stakeholders trained and/or coached as a group to carry out destination performance analysis: Target: In each destination at least 1 group of at least 5 local stakeholders

Coached pers. 5 2 5 0 4 5 5 5 63% :3

1.1.3. Number of local stakeholders coached to develop and/or improve tourism products/attractions: Target: In each destination at least 2 products/attractions developed or improved

Groups Products

2 2

2 3

2 2

4

2 2

2

1 2

3 5

129% : 4

175% : 4

1.1.4. Number of financing models introduced and applied by Destination Management actors in each target destination to finance DM functions and tasks within the local possibilities: Target: In each destination at least 1 financing model introduced and applied

Proposals Implemented

1 3

(913)

1 0 1 1 1 0 100% : 2

1.2 Suitable partners identified and supported to effectively promote their tourism products in national and international markets

1.2.1. Number of local stakeholder groups coached through a branding process aiming for a strong destination brand, protected through intellectual property rights, including basic promotion tools. Target: In each destination, at least 1 group consisting of 3 local stakeholders, incl. a representative from local government

Persons Brand

TIC Promo tools

done done

100%

4

100%

3

3

80%

(1)

50%

3

9

80%

1 80%

3 12 80%

3 80%

266% : 4 80% : 4

1.2.2. Independent maintenance of attractive destination online platforms (website, social media) Target: In each destination at least a destination Website, App and social media platform are maintained independently

Tools maintained

4 4 100%

4 4 70%

3 3 100%

3 3 50%

100% : 4 80%

1.2.3. Number of stakeholders coached to represent the target destination at national and international trade fairs, including preparing and executing fair participation and acquisition of additional needed funds and other support: Target: In each destination at least 3 stakeholders coached/trained

Persons 3 3 3 3 3 15 3 7 233% : 4

13 Short proposals for HoCo, ToST, and DM handed in to each kabupaten and province.




1.2.4. Links to a number of VITO offices to promote the destinations Target: Each destination links to at least 3 VITO offices (in 6 countries Germany, France, Netherlands, Singapore, Malaysia, Australia)

3 5 3 3 3 3 3 3 125% : 4

1.3 Tools to deliver effective Business Development Services are developed and service providers in target destinations are strengthened by improving the service quality of local tourism businesses

1.3.1. Number of stakeholders coached to assess tourism business needs to improve their service and/or product quality Target: In each destination at least 3 stakeholders coached/trained

persons 3 2 3 2 3 4 3 0 67% : 4

1.3.2. Number of target destination where local BDS providers or networks (DMO, tourism associations, local resource networks, training agencies and/or local governments) are able to deliver services to local tourism businesses Target: In at least 3 target destinations

BDS provider Trainers

1 1 1 3

1 25

1 3

1 14

1 1 7

100% : 4

1.3.3. Number of new tools and training materials for service quality improvements and a number of local trainers selected to gain BDS training.

Target: At least 3 new tools and at least 3 trainers trained from each BDS provider

new tools trained trainers

3 3

6 31

3

6 17

3

6 12

3

5 18

508% : 4

1.3.4. Number of BDS providers (LReN) trained in management and coached in establishing a training financing plan and acquire additional sponsorship/ financing to execute training offers Target: From each supported BDS provider, at least 1 management member trained and at least one proposal prepared

trained member proposals

1 2

3 12

1 1

1 0

1 1

2 0

1 1

0 0

150% : 3

240% : 1

1.3.5. Number of coaching events provided to BDS providers for delivery of training using tools & materials developed under this project Target: From each supported BDS provider at least 2 per year

Trainings 2 17 5 12 2 8 4 4 315% : 4

1.4 Local communities in each target destination are supported in developing CBT products and/or strengthened to produce and sell locally sourced products.

1.4.1. Existence of functioning committee structures aimed at receiving more tourists Target: At least in 2 communities per destination

Communities 2 2 2 2 2 2 2 3 113% : 4

1.4.2. Number of potential local tourism attractions/offers developed by targeted communities, who are trained and coached for this purpose Target: At least 1 per community

Attractions 1 11 1 6 1 2 3 6 417% : 4

1.4.3. Number of products (attractions/activities, handicrafts and/or commodities) to be offered to tourists or to be used in connection with tourism (e.g. organic vegetables) created and/or improved by the number of communities/producers

New Products 2 7 2 6 2 3 2 12 350% : 4




Target: in each target destination at least 2 new/improved products by at least 2 communities/producers

1.5 Tools to enhance tourism sustainability are developed jointly with the private sector and introduced to relevant Government agencies and the results to be made available to relevant stakeholders

1.5.1. Number of tourism development plans, including mitigation measures for possible negative environmental/social impacts of tourism (PERDA) Target: 1 for each target destination

PERDA SVF

STD

1 1 1

1 1 1

1 1

1 0

1 1

1 1

1 1

1

1 0

(1)

100% : 2 75% : 4

60% : 3

1.5.2. Number of carrying capacity studies of destinations or selected attractions within a destination supported by the project, including organisation and dissemination of results Target: At least 2 studies supported, including 1 dissemination event per study

Sup.Masterplan

Impact Assess overall

1 2

1 2

n/a n/a

n/a n/a

1 n/a

(1)

160% : 2

1.5.3. Number of public and private stakeholders in target destinations trained/coached to carry out mitigation measures to reduce possible negative environmental impacts of tourism Target: In each destination, at least 10 stakeholders

Businesses SW Community

overall

44 4

4

3 16

2

3

5

203% : 4

OUTCOME 2: Formal tourism education programs of partner institutions better match with requirements and needs of the tourism sector

2.2 Selected vocational tourism schools (SMKs) in target destinations are supported in improving their performance towards adjusting and applying their programs to meet the industry’s needs

2.2.1. Number of SMKs supported in improving their school management and establishing a closer link to the industry Target: At least 7 SMKs

Target SMKs Partner Industry

3 4

81

1 1

14

2

2

9

1 2 10

129% : 4

Sister SMKs

Industry

2

22

1

3

1

3

1

2

2.2.2. Number of SMKs supported in improving/updating selected teaching materials and functionality of facilities to be used for practical teaching of tourism programs Target: At least 7 SMKs

SMKs updated TAid

3 4 4

1 1 1

2 3 0

1 2

2

100% : 4

2.2.3. Number of teachers from at least 7 supported SMKs trained to improve their practical & theoretical teaching competencies At least 4 teachers per supported SMKs

trained Teach. 4 11 1 0 2 12 2 8 144% : 4

2.2.4. Percentage of students from at least 7 supported SMKs doing internships in partnered businesses, applying the internship guidelines and tools Target: 75% of students

SMK

485 100% 28 100% 29 100% 37 100% 98% : 4


Output Performance indicator results based on target YPO 2017 what Bandung Bali Makassar % of

Target Result Target Result Target Result YPO 2017

2.1 STP Bandung/Bali and PolTekPar Makassar (HEI) are enabled to offer formal education in destination management

2.1.1. Number of HEI supported to update DM curriculum for their D4 and/or S1 programmes, including syllabus development and teacher training Target: At least 2 HEI

DM Curricula 1 1 1 1 100%

2.1.2. Number of partnership programmes (re)initiated by HEIs with Swiss and/or International Institutions to foster the HEI’s DM capacities Target: At least 3 partnerships

1 4 1 1 1 1 200%

2.1.3. Number of products/services related to destination management developed and/or updated by the Centre of Tourism Destination Studies (CTDS) at STP Bandung offered to MoT and interested destinations Target: At least 2 products and/or services

products 2 2 n/a n/a 100%

2.1.4. Number of students from target destinations that are given the opportunity for further study in a D4 program for destination management Target: At least 8 students (m/f) that are enrolled at an STP

scholars 8 10 n/a n/a 125%

OUTCOME 3: Project approaches and experiences are used for policy making and programme design by Government and other stakeholders

3.1 Lessons learned are systematically disseminated to relevant stakeholders on national and regional levels

3.1.1. Number of dissemination events for regional and national stakeholders to share project experiences and lessons learned Target: At least 2 events per year

national / intern. events

3 2 66%

3.1.2. Number of Think-Tank meetings consisting of project team member(s), MoT (DMO secretariat related to WISATA areas), and CTDS of STP Bandung Target: At least 3 meetings per year

3 3 100%

3.1.3. Number of exchange visits to learn and compare practical examples of good practises between a target destination, involving MoT and interested other destinations Target: At least 1 exchange visit per year

1 0 0%


Annex 2: Destination Summary - Flores

Destination Data

Total Population

West Manggarai 257.582

Manggarai 324.014

East Manggarai 276.620

Ngada 276.620

Nagekeo 141.310

Ende 270.886

Sikka 315.477

East Flores 248.889

Total 2.111.398

Total number of businesses

Accommodation 186

Restaurant 491

Tour Operator 74

Dive Operator 40

Art and craft businesses 29

Tour Guides 291

Boat Operator 150

Total 1.261

Total number of visitor arrivals (2017)

Domestic 116.911

International 93.452

Total 210.363

National and international visitors

* Destination performance is calculated based on international visitors only

per 31.12.2017

Specific Beneficiaries Per Intervention Area

DMO

Total members (indirect) 41

Active members (direct) 6

Total income achieved (IDR) 271,774,950

CBT

Indirect

Male 1,034

Female 1,176

Total indirect 2,210

Direct

Male 8

Female 75

Total direct 83


Local Products

Total number of members of supported cooperation’s (indirect)

Male 51

Female 133


Total number of supported producers (direct)

Male 134

Female 62

Total direct 196


Associations

Total number of supported associations 8

Total members/businesses supported

Total indirect 391

Total direct 161

Total income achieved (IDR) 0

SMK

Total number of supported SMKs 4

Total number of students & teachers (indirect)

2,949

Total number of students enrolled in tourism programs (direct)

2,389

Total number of supported teachers (direct) 33

Total number of additional indirect beneficiaries

3,986

Total number of direct beneficiaries 2,861


Destination Performance 2014 2017 Difference

National Visitors 69,539 116,911 68.1%

International Visitors 78,090 93,452 19.7%

Stay 11.5 9.5 -17.4%

(USD) Spending 149.65 248.37 66.0%

(USD) Performance 134,390,938 220,501,396 64.1%

Category (Average of very good + Good) 2009 2014 2017 2009 2014

Satisfaction with attractions 0% 48% 51% 51% 3%

Satisfaction with accomodations 50% 59% 56% 7% -2%

Satisfaction with restaurants 44% 58% 66% 22% 8%

Satisfaction with tour operators 60% 68% 68% 8% 1%

Satisfaction with dive operators 66% 87% 76% 10% -11%

Satisfaction with tour guide 81% 75% 81% 0% 6%

Satisfaction with transportations 62% 56% 60% -2% 4%

Satisfaction with excursions boat 43% 51% 59% 16% 8%

Satisfaction with airlines 46% 65% 82% 36% 17%

Overall satisfactions 57% 63% 69% 12% 6%

Tourist Satisfaction Change in % since


Destination Summary - Tanjung Puting

Destination Data Total Population

Kotawaringin Barat 286.714

Lamandau 76.160

Seruyan 182.307

Total 545.181


Accommodation 66

Restaurant 47

Tour Operator 12

Dive Operator 0


Tour Guides 92

Boat Operator (Kelotok) 46

Tourist Cook (Kelotok) 54

Total 330


Domestic 15.170

International 9.975

Total 25.145



per 31.12.2017


DMO

Total members (indirect)


Total income achieved (IDR) 34.200.000

CBT

Indirect

Male 455

Female 354

Total indirect 809

Direct

Male 22

Female 8

Total direct 30


Local Products

Total number of members of supported cooperation’s (indirect)

Male 455

Female 354

Total indirect 809


Male 22

Female 8

Total direct 30


Associations



Total indirect 171

Total direct 171


SMK (2016-2017)


Total number of students & teachers (indirect)

893


91

Total number of supported teachers (direct) 2

Total number of additional indirect beneficiaries

2,080

Total number of direct beneficiaries 307




International Visitors 10,986 9,975 -9.2%

Stay 3.3 3 -9.1%

(USD) Spending 99.67 112.83 13.2%

(USD) Performance 3,613,416 3,376,438 -6.6%

Category (Average of very good + Good) 2014 2015 2016 2017


Satisfaction with accommodation - hotels 57% 61% 80% 91% 34%

Satisfaction with accommodation - kelotok 72% 76% 88% 90% 18%


Satisfaction with tour operators 77% 78% 89% 91% 14%

Satisfaction with tour guides 75% 88% 88% 93% 18%

Satisfaction with transportations 78% 63% 86% 86% 8%



Tourist Satisfaction change in

% since

2014


Destination Summary - Toraja

Destination Data

Total Population

Tana Toraja 228,984

Toraja Utara 225,516

Total 454,500


Accommodation 54

Restaurant 54

Tour Operator 6

Dive Operator 0

Art and craft businesses N/A

Tour Guides 150

Bus Operator 15

Total 279


Domestic 286,669

International 87,808

Total 374,477



per 31.12.2017


DMO




CBT

Indirect

Male 19,541

Female 19,054


Direct

Male 33

Female 13

Total direct 46


Local Products

Total number of members of supported cooperation (indirect)

Male 7,230

Female 6,959



Male 11

Female 0

Total direct 11


Associations



Total indirect 263

Total direct 263


SMK


Total number of students (indirect) 56


56

Total number of indirect beneficiaries 53,144






Stay 5 3 -36.2%

(USD) Spending 36 156 335.6%

(USD) Performance 6,067,119 41,083,607 577.2%

Category (Average of very good + good) 2014 2015 2016 2017

Satisfaction to attractions 49% 56% 52% 72% 23%

Satisfaction to accommodations 58% 61% 81% 91% 33%

satisfactiton to restaurant and F&B 60% 76% 61% 75% 15%

Satisfaction to tour operator 67% 92% 92% 94% 27%

satisfaction to tour guide 74% 84% 84% 71% -3%

satisfaction to transportation 69% 72% 37% 45% -24%

satisfaction to airlines 71% 79% 47% -24%

communities and environment 78% 59% -19%

overall satisfaction 58% 66% 67% 76% 18%

change in

% since

2014

Tourist Satisfaction


Destination Summary - Wakatobi

Destination Data

Total Population

Wakatobi 107,977

Total 107,977


Accommodation 46

Restaurant 44

Tour Operator 11

Dive Operator 16


Tour Guides 39

Boat Operator (Kelotok) 38

Total 203


Domestic 20,419

International 7,020

Total 27,439



31.12.2017


FTKP + IWG




CBT

Indirect

Male 5,606

Female 5,673


Direct

Male 42

Female 35

Total direct 77


Local Products

Total number of members of supported cooperation (indirect)

Male 0

Female 34

Total indirect 0


Male 0

Female 21

Total direct 21


Associations


Total members/businesses supported 103

Total indirect 127

Total direct 103


SMK


Total number of students (indirect) 278


156

Total number of indirect beneficiaries 11,904


Total income achieved 276.851.000




Stay 9 7 -20.5%

(USD) Spending 81 66 -18.9%

(USD) Performance 3,231,004 3,238,817 0.2%

Category (Average of very good + good) 2014 2015 2016 2017


Satisfaction with accommodation - resort 54% 72% 71% 79% 25%

Satisfaction with accommodation - hotels 54% 69% 71% 69% 15%

Satisfaction with accommodation - homestay 54% 71% 71% 77% 23%


Satisfaction with dive operator 77% 91% 78% 91% 14%

Satisfaction with transportations 64% 69% 66% 92% 28%



change in

% since

2014

Tourist Satisfaction

We Create OpportunitiesSwisscontact WISATA Jl. Batur Sari 20 SB, Sanur, Indonesia 80227Tel. +62 361 283 221www.swisscontact.org

Publishing InformationLayout and texts: Swisscontact WISATAPhotos: Swisscontact WISATA,

Swiss NPO-Code: The structure and management of Swisscontact conforms to the Corporate Governance Regulations for Non profit Organisations in Switzerland (Swiss NPO-Code) issued by the presidents of large relief organisations. An audit conducted of behalf of the organisation showed that the priciples of the Swiss NPO-Code are adhered to.

ZEWO-Seal of approval: Swisscontact was awarded the Seal of Approval from ZEWO. It is awarded to non-profit organisations for the conscientious handling of money entrusted to them, proves appropriate, economical, and effective allocation of donations and stands for transparent and trustworthy organisations with functioning control structures that uphold ethics in the procurement of funds and communication. Swisscontact is regularly audited on the adherence to these criteria. (Source: ZEWO)Société Générale de Surveillance (SGS): Swisscontact has been awarded the Certificate of the International InspectionAgency Société Générale de Surveillance (SGS) within the NGO Benchmarking Program.

May 2018

final report 2018 - swisscontact.org · hrd human resource development idd internal destination...

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