imt-gt tourism strategic framework 2017–2036 and action ... · 2 overview of the imt-gt tourism...

IMT-GT Tourism Strategic Framework 2017–2036

and Action Plan 2017–2021

INDONESIA-MALAYSIA-THAILANDGROWTH TRIANGLE

IMT-GT TourismStrategic Framework 2017–2036


The views expressed in this publication are those of the author and do not necessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent.

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Foreword iii

iii

Contents

1 Introduction 1

2 Overview of the IMT-GT Tourism Sector 2

2.1 Biogeography 22.2 Market Connectivity 22.3 Market Demand and Supply 32.4 Product Lineup 42.5 Institutional Framework 52.6 Key Issues for Subregional Cooperation in Tourism 62.7 Potential Cross-Border Thematic Circuits and Routes 7

3 IMT-GT Tourism Strategic Framework 10

3.1 Rationale and Strategic Goals for Cooperation in Tourism 103.2 Strategic Directions and Programs for 2017–2021 10

3.2.1 Building Interconnectivity 113.2.2 Building Sustainability, Competiveness and Inclusiveness 123.2.3 Positioning the Subregion as a Single Destination 12

3.3 Key Results Indicators 13

4 Action Plan 2017–2021 15

4.1 Road Map for Implementation 154.2 Knowledge Dissemination Plan 164.3 Implementation Approach 224.4 Updating the Strategy and Action Plan 23

References 24

Forewordiv

iv

Abbreviations

ADB Asian Development BankAEC ASEAN Economic CommunityASEAN Association of Southeast Asian NationsATSP ASEAN Tourism Strategic PlanCAGR compound annual growth rateCBO community-based organizationCIMT Centre for Indonesia-Malaysia-Thailand Subregional CooperationCIQS customs, immigration, quarantine and securityDMO destination management organizationEA executing agencyFDG focus group discussionGDP gross domestic productGMS Greater Mekong SubregionIA implementing agencyIB implementation blueprintIMT-GT Indonesia-Malaysia-Thailand Growth TriangleICT information and communication technologyJBC Joint Business CouncilKPI key performance indicatorMICE meetings, incentives, conferences, and eventsMRA mutual recognition agreementMSMEs micro, small and medium enterprisesNGO nongovernment organizationNTO national tourism organizationPPP public-private partnershipRORO roll-on/roll-offSASEC South Asia Subregional Economic CooperationTA technical assistanceUNEP United Nations Environment ProgramUNESCO United Nations Educational, Scientific and Cultural OrganizationUNWTO United Nations World Tourism OrganizationUVP unique value propositionWEF World Economic ForumWGT working group on tourismWTTC World Travel and Tourism CouncilWWF World Wildlife Fund

NOTEIn this report, “$” refers to US dollars.

Foreword v

v

Map of IMT-GT Economic Corridors

8 Implementation Blueprint 2012–2016

(iii) Banda Aceh–Medan–Pekanbaru–Palembang Economic Corridor (a road corridor running south to north through Sumatra);

(iv) Melaka–Dumai Economic Corridor (a maritime corridor linking Sumatra and Peninsular Malaysia); and

(v) Ranong–Phuket–Aceh Economic Corridor.

Figure 2. The Five IMT-GT Economic Corridors

Banda Aceh--Medan--

Pekanbaru --Palembang

Economic Corridor

Extended

Songkhla–Penang– Medan

Economic Corridor

Straits of Malacca

Economic Corridor

Melaka-- Dumai

Economic Corridor

Ranong– Phuket– Aceh

Economic Corridor

I N D I A N O C E A N

S o u t h C h i n a S e a

A n d a m a n S e a

S

t

r

a

i

t

s

o

f

M

a

l

a

c

c

a

J a v a

S e a

Trang

Songkhla

Pattani

Narathiwat

Kota Bahru

George Town

Ipoh

Kuala Terengganu

Yala

Alor Star

Kangar

Kuantan

Seremban

KUALA LUMPUR

Melaka

Johor Bahru

Pekanbaru

Padang

Jambi

Tanjung Pinang

Palembang

Pangkal Pinang

Bandar Lampung

Bengkulu

Medan

Lingga Islands

Riau Islands

Bangka Island

Nias Island

Simeulue Island

Siberut Island

Batu Islands

Pagai Islands

Banda Aceh

Satun

Phuket

Krabi

Nakhon Si Thammarat

Surat Thani

Ranong

Phang Nga

Chumphon

Phatthalung

Shah Alam

Teluk Kuantan

Rengat

Baturaja

Lampung

Lahat

Tebing Tinggi

Binjai

Belawan

Kisaran

Rantau Prapat

Pematang Siantar

Sibolga

Aek Kanopan

Dumai

Pariaman

Sigli

Langsa

Lhokseumawe

Kuah

Kepala Batas

Bayan Lepas

Sepang

Subang

Batu Berendam

Senai

NORTH

SUMATRA

R I A U

PAHANG

WEST

SUMATRA

RIAU ISLANDS

J A M B I

SOUTH SUMATRA

BENGKULU

LAMPUNG

NANGGROE

ACEH DARUSSALAM

BANGKA

BELITUNG

TERENGGANU

KELANTAN

PERLIS

KEDAH

PENANG

PERAK

SELANGOR

MELAKA

JOHOR

NEGERI

SEMBILAN

Langkawi Island

Penang Island

PHANG NGA

PHUKET

KRABI

TRANG

SATUN

PHATTALUNG

SONGKHLA

PATTANI

NARATHIWAT

YALA

RANONG

CHUMPHON

SURAT

THANI

NAKHON SI

THAMMARAT

S U M A T R A

I N D O N E S I A

PENINSULAR

MALAYSIA

SINGAPORE

THAILAND

MYANMAR

IMT-GT Province/State

Economic Corridor

National Capital

Provincial/State Capital

City/Town

Airport

National Road

Other Road

Provincial/State Boundary

International Boundary

Boundaries are not necessarily authoritative.

INDONESIA-MALAYSIA-THAILAND

GROWTH TRIANGLE

Kilometers

0 50 100 150 200 250

N

IMT-GT 11-1106d AV

0

o

0

o

104 00'E

o

104 00'E

o

98 00'E

o

98 00'E

o

8 00'N

o

8 00'N

o

4 00'S

o

4 00'S

o

This map was produced by the cartography unit of the Asian Development Bank.

The boundaries, colors, denominations, and any other information shown on this

map do not imply, on the part of the Asian Development Bank, any judgment on the

legal status of any territory, or any endorsement or acceptance of such boundaries,

colors, denominations, or information.

This map was produced by the Cartography unit of the Asian Development Bank (ADB). The boundaries, colors, denomination, and any other information shown on this map do not imply, on the part of ADB, any judgement on the legal status of any territory, or any endorsement or acceptance of such boundaries, colors, denominations, or information.

Source: IMT-GT Indonesia-Malaysia-Thailand Growth Triangle Implementation Blueprint 2012–2016. p. 8.

vi Map of IMT-GT Economic Corridors

IMT-GT Provinces and StatesIndonesia Malaysia Thailand

Aceh Perlis ChumphonNorth Sumatra Kedah RanongWest Sumatra Penang (Pulau Pinang) Phang NgaRiau Perak Surat ThaniRiau Islands Selangor PhuketJambi Kelantan Nakhon Si ThammaratSouth Sumatra Negeri Sembilan KrabiBengkulu Melaka PhatthalungBangka-Belitung TrangLampung Songkhla

SatunPattaniNarathiwatYala

Source : https://www.adb.org/countries/subregional-programs/imt-gt

Foreword vii

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The IMT-GT Tourism Sector Strategic Framework

IMT-GT Vision 2036:“To be an integrated, innovative, inclusive and sustainable subregion by 2036.”

Strategies and Programs

IMT-GT Tourism Sector Goal:Sustainable, inclusive and competitive cross-border circuits and routes

1. Improving connectivity between key areas of the

subregion to support thematic cross-border tourism

circuits and routes

1.1 Facilitating air connectivity approvals, especially for IMT-GT

air charter carriers

1.2 Completing strategic transportation and ICT

connectivity infrastructure

1.3 Developing new air, land and sea route connections

2. Enhancing the sustainability, inclusiveness, and

competitiveness of the subregion as a destination

2.1 Developing and implementing IMT-GT tourism human resource

development programs

2.2 Adopting, expanding and implementing the ASEAN

Tourism & Competency Standards

2.3 Harmonizing the collection and analysis of tourism statistics

in the subregion

3. Marketing the subregion as a single destination based on

thematic cross-border circuits/ routes and destinations

3.1 Preparing IMT-GT Tourism Marketing Strategy and two-year

rolling promotion plan

3.2 Undertaking circuit/route destination product improvement

and diversification programs

3.3 Undertaking programs to increase community

engagement in tourism supply chains in circuits

Foreword 1

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1Introduction

The tourism sector has been identified, along with agriculture, agro-based industry and halal products, as a lead focus area whose growth and development will underpin the achievement of the vision of the Indonesia-Malaysia-Thailand Growth Triangle (IMT-GT) as an integrated, innovative, inclusive and sustainable subregion by 2036, and as a key socio-economic pillar in the implementation of the ASEAN Economic Community. As noted in the Leaders’ Declaration on the adoption of IMT-GT Vision 2036, critical to enabling the integration and growth of the three lead sectors are appropriate initiatives in transportation and ICT connectivity, trade and investment facilitation, environment and human resource development, and education and cultural development.

The strategic framework and action plan for the integration and development of the tourism sector in the IMT-GT subregion between 2017 and 2021 has been based on the overall strategic framework set forth in the Leaders’ Declaration on the IMT-GT Vision 2036, the Implementation Blueprint 2017–2021, and national, provincial and ASEAN tourism strategic plans; and on surveys and consultations with public, private, and community stakeholders in the subregion.

The report first gives the background to the sector in terms of its resources, scope and development, past subregional cooperation efforts, the ASEAN and IMT-GT strategic context and programmatic implementation approach, key issues and constraints, and opportunities for developing a highly competitive, sustainable, inclusive and integrated tourism sector. The report then proposes the long-term goal for the tourism sector in the context of the overall vision for the IMT-GT, and goes on to identify the strategic directions and programs that should guide cooperation in tourism between the countries of the subregion. Next, the report identifies specific programs and related projects with timelines that should be implemented between 2017 and 2021. Finally, the report sets out the recommended implementation arrangements for the action plan, suggests relevant key performance indicators (KPIs), and outlines a knowledge dissemination plan to communicate the strategy and action plan to key stakeholders within and outside the subregion.

Foreword2

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2.1 BiogeographyThe biogeographic area within which the IMT-GT is located encompasses parts of the Philippines, Borneo, Sumatra, Peninsular Malaysia and Southern Thailand. This area, which has some of the oldest and most biologically diverse rainforests and marine resources on the planet, is referred to by archeologists as Sundaland. Overlaying its landscape are ethnic tribal groups, the remnants of ancient civilizations influenced by Malay, Chinese, Hindu, and Buddhist culture, and in more recent times by Islamic and Christian culture. Its unique natural and cultural heritage has been recognized by UNESCO, which has listed five World Heritage Sites in the area, and by ASEAN, which lists seven ASEAN Heritage Parks. However, arguably its most important asset is its multiplicity of ethnic groups living in harmony with each other, and having a long history of trade and openness to visitors since ancient times. These and other factors add up to a substantial capacity for increased tourism, subject to the adoption of sustainable development and management practices. Key concerns affecting the area’s forests, national parks and marine resources include such extractive activities as wildlife poaching and trafficking, timber extraction, animal grazing, overfishing and overuse of key areas by tourism. Developing a coordinated approach across the subregion on these issues would help to ensure the long-term sustainability of its tourism sector.

2.2 Market ConnectivityThe subregion is connected to the long-haul markets of Europe, Middle East and the Americas, as well as to major regional markets in Southeast Asia, East Asia and South Asia, through global air hub gateways in Bangkok, Kuala Lumpur, Jakarta and Singapore. These in turn are connected to regional international airports in Penang, Langkawi, Medan, Batam, Aceh, Phuket, and Hat Yai. Air travel between regional international airports and domestic airport points in each IMT-GT area is provided by domestic carriers. By sea, the subregion is accessible from Singapore to Batam and Pulao Bintan, from Java, and from Peninsular Malaysia. By land, the Thailand and Malaysian components of

Overview of the IMT-GT Tourism Sector

IMT-GT Subregional Air Interconnectivity

Overview of the IMT-GT Tourism Sector 3

the IMT-GT are accessible by dual- and four-carriageway roads from Singapore and Bangkok, while within Sumatra, road transport connects most of the main tourism points. By rail, the Thailand and Malaysian components of the subregion are accessible from Singapore and Bangkok. However, the inter-subregional connectivity necessary to provide new cross-border tourism activity and packaging opportunities remains incomplete. In particular, air connectivity between the Thailand and Indonesia areas of the subregion needs to be strengthened; the proposed roll-on/roll-off (RORO) link between Melaka and Dumai needs to be completed; overly restrictive and cumbersome approval requirements for small air charter operations between the secondary international airports of the subregion need to be modified; and a pro-active approach to air and sea route development taken.

2.3 Market Demand and SupplyAs shown in Table 1, in 2015 it is estimated that the subregion attracted around 27.9 million international tourist guests in accommodation establishments, staying an average of 3 to 5 days (median of 4 days), with median spending of $97.50 per day; and 44.3 million domestic tourist guests in accommodation establishments, staying an average of 2 to 3 days (median of 2.5 days), and median spending of $40 per day.

While domestic tourism is more evenly distributed within each area of the subregion, more than 70% of total international tourism is concentrated in seven destinations, namely Phuket and Krabi in Thailand; Penang, Langkawi, Selangor and Melaka in Malaysia; and Batam and Bintan in the Riau Islands in Indonesia. Finding ways to better distribute the income and employment generated by tourism in the subregion would help to achieve the inclusiveness objective of cooperation in tourism.

Supporting tourism flow are 9,696 registered hotel establishments (mostly in the 2- to 3-star category) with a capacity of 425,792 rooms, of which 98,386 rooms were in Sumatra, Indonesia; 126,832 rooms in Peninsular Malaysia; and 200,574 rooms in Southern Thailand.1 Data on employment per establishment and room for Indonesia and Thailand indicate that the subregion’s hotel sector employs around 511,000 people. It is noted that there is

1 Source: National Tourism Office Data on hotel establishments and room capacity.

Table 1. Comparison of Current vs Forecasted Tourism Arrivals in Accommodations (in millions)

Country

Year 2015 Year 2021 % Growth p.a. to 2021

Foreign Domestic Foreign Domestic Foreign Domestic

Indonesia 1.8 12.4 3.7 25.6 12.70 12.80

Malaysia 8.7 16.4 7.1 23.3 –2.54 6.00

Thailand 16.3 15.5 31.5 26.8 9.94 9.55

Total 27.9 44.3 42.3 75.7 7.16 9.32

Source: Based on IMT-GT Country Data with 2010–2015 trend line forecasts to 2021.

IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–20214

considerable variation in facility and service standards for similar facilities such as 3-star hotels within and between the areas of the subregion, and in hospitality staff skill levels, particularly in the key areas of food and beverage preparation and food and beverage service. Discussions with industry operators indicate that the quality of trained entry-level staff varies considerably, and that substantial investment is required to complete their training in-house; and that although most operators are aware of the need to adopt green standards in operation, few have implemented these. In addition to the accommodation establishments, there is also a large number of tourist transportation, tour operation, and guide services. State and provincial consultations and observation indicate that there is no common standard for these services within and between the three IMT-GT areas. Addressing these constraints will be essential to achieving sustainable, inclusive and competitive tourism in the subregion

Key growth markets for the subregion are:

• the more affluent cities of the IMT-GT countries themselves and Singapore, where there is interest in short break vacations (2 to 3 days) in: resorts and cities offering entertainment, restaurants and shopping; heritage sightseeing tours; opportunities for visiting friends and relatives; ecotourism adventures; cruises; health, wellness and medical treatment; meetings and events; and marine tourism;

• the regional markets of East Asia, notably the People’s Republic of China, India in South Asia, and Australia in Oceania, where there is interest in longer one- or two-country experiences (5 to 7 days) focused on resort stays; sightseeing; marine activities; cruises; eco-tourism adventure; and visiting friends and relatives; and

• the long-haul markets of Europe, the Middle East and the Americas, interested in multi-country resort stays; nature and cultural sightseeing; marine activities; cruises; eco-tourism adventure; health, wellness and medical treatment; attending meetings and events; and visiting friends and relatives.

2.4 Product LineupThe current lineup of tourism products in the three country areas of the subregion is focused primarily on single country-based island, coastal and city resort experiences supported by day sightseeing trips, traditional nature and culture sightseeing, and limited ecotourism adventure, marine, cruise and medical tourism products. Moreover, two- and three-country cross-border tourism products are as yet quite limited. More attention needs to be given to diversifying the product offerings and creating greater product complementation between the countries, including: new, more interactive heritage-based sightseeing products; expanded health, wellness and medical tourism products; marine tourism products, particularly sailing, yachting, and marine sports; regular and specialized pocket cruise tourism; adventure and ecotourism in mountains and forests; and events tourism based on festivals, competitions, conferences and exhibitions linked to the natural and cultural heritage of the subregion.

Surveys among international tour operators working in the regional markets outside the IMT-GT countries, and those working in long haul markets, indicate that the IMT-GT


subregion has little, if any, recognition as a single destination, and is more likely to be associated with Southeast Asia. Developing a stronger level of market awareness of the subregion as a single destination within the ASEAN destination marketing framework will be essential in working towards the goal of sustainable, inclusive, and competitive tourism.

2.5 Institutional FrameworkThe institutional arrangements for the planning, development and promotion of tourism are quite well worked out within each area of the subregion, but are quite limited at the subregional level. Based on observations and consultations with provincial/state destination management organizations (DMOs), key concerns were: frequent staff turnover; limited budgets and low priority for subregional cooperation; lack of skills in key areas such as tourism demand and supply data collection, research, tourism policy, planning, and promotion; collaborating with other agencies on the environment, sanitation, infrastructure, safety and security; and limited collaboration with the private sector. There is considerable variation in DMO capability between the three areas of the subregion across the range of DMO skills. Raising current skill levels and collaboration practices benchmarked to best practice cases would help to achieve a more coordinated approach to subregional cooperation in tourism.

With recovery in the overall economic situation, it is likely that international and domestic tourism growth will average between 5% and 8% per annum through to 2021.

2.6 Key Issues for Subregional Cooperation in TourismThe main strengths, weaknesses, opportunities and threats for subregional cooperation to achieve a sustainable, inclusive and competitive pattern of tourism are summarized in Table 2.

A review and evaluation of the subregion’s tourism sector and its prospects, given its competitive strengths, weaknesses, opportunities and threats, suggest that developing a more sustainable, inclusive and competitive tourism in the subregion needs to address the following issues:

• the absence of a strategic framework to inform and guide cooperation in the tourism sector—as well as the related absence of a coherent cross-border spatial framework for cooperation in tourism;

• a limited range of new products outside the usual island, coastal and city resort and sightseeing offerings, and the need to diversify this range if the subregion is to attract longer-staying and higher-spending markets;

• incomplete transport connectivity between key areas of the subregion, notably between Sumatra, Indonesia and major tourism centers in Southern Thailand, and lack of RORO connections between Malaysia and Indonesia;

• limited market awareness of the subregion as a single destination;


Table 2. Key Tourism Sector Strengths, Weaknesses, Opportunities and Threats

Key Weaknesses:• Significant imbalances in distribution of

tourism.• Incomplete inter-IMT-GT connectivity.• Narrow product line, lack of market

awareness, and lack of a marketing strategy to generate awareness.

• Limited participation by provincial/state and local governments, the private sector and local communities.

• Inconsistent standards for facilities, tourism human resource services, and safety and security.

• Cumbersome and uncoordinated transportation and cross-border access regulatory policies.

• Inadequate destination infrastructure outside the main tourist destinations and cities.

• Absence of a strategic framework to guide tourism cooperation initiatives.

Key Strengths:• Globally attractive tourism resources and

destinations, with large, well-established markets and ample capacity for expansion.

• Well-developed linkages to national, regional and global markets.

• Large, young, increasingly well-educated HR base.

• Presence of a strong and vibrant private sector.

• Supporting IMT-GT and ASEAN Economic Community framework, and agreements.

• Supporting national, provincial, and state governments.

Key Opportunities:• Tap the large international and domestic

markets in the three IMT-GT countries.• Complete subregional air and sea

connectivity.• Facilitate cross-border movements,

enhance human resources, and adopt common standards under the ASEAN and IMT-GT cooperation frameworks.

• Integrate tourism with agriculture, trade and investment, and halal products and services.

• Provide a coherent spatial framework for positioning the subregion as a single destination in ASEAN.

• Move to a more evenly distributed, inclusive, diversified and high-yield pattern of tourism, emphasizing quality.

• Ensure that key threats are mitigated through adoption of appropriate design and safety standards, cessation of rainforest clearing and burning, and adopting “smart-security systems.”

• Prepare long-term strategic framework and rolling five-year action plans to guide cooperation.

Key Threats:• Lack of compliance with environmental

controls and protection of natural and cultural heritage, resulting in loss of rainforest and rainforest biodiversity.

• Annual smoke haze due to inability to reign in rainforest clearing and burning.

• Natural disasters: – volcanic eruptions, earthquakes, and

tsunamis; – climate change-induced storm surges

and flooding; and – insect-borne diseases such as malaria

and dengue.• Political instability and terrorism.• Regional geopolitical conflict.

Source: The SWOT was prepared by ADB consultant Ludwig Rieder.


• weak tourism human resource capacities in the destination management organizations in provinces and states, in tour operation, hospitality and guiding skills, and in skills for local communities to engage more effectively in the tourism supply chain;

• inconsistent facility quality and poor service standards in the tourist facilities and services outside the major resort and city destinations and for branded hotel and resort properties;

• unsustainable forest clearing and burning, and cross-border tourism projects; and• growing safety and security risks for tourists.

These issues will need to be at the core of the cooperation agenda in the implementation blueprint for 2017–2021 and beyond. In particular, a coherent spatial framework is essential to the sustainable, inclusive, and competitive development of subregional tourism.

2.7 Potential Cross-Border Thematic Circuits and Routes

A logical spatial framework for developing cross-border tourism is essential, in order to guide IMT-GT working groups and key stakeholders in designing interventions for addressing strategic issues. Since the appropriate spatial framework for subregional cooperation in tourism is cross-border tourism, this framework would comprise thematic cross-border circuits and routes, and their destinations, attractions and products. The selection of appropriate thematic cross-border circuits and routes should be based on the following criteria:

• already connected, or easy to connect to air, road, and sea gateways in the subregion;

• clusters of diverse activity themes in and around the gateways, such as adventure; sightseeing; medical health and wellness; meetings, incentives, conferences, and events (MICE); cruises; marine sports such as yachting, scuba, snorkeling, free diving and surfing; and leisure resort experiences;

• sufficient environmental, social and economic capacity, and capacity to manage and mitigate adverse impacts;

• complementarity of tourism resources, facilities and services in the main destination centers that can be packaged under single themes; and

• strong market and private sector interest.

Based on a consideration of these factors, and subject to validation by market research, three thematic circuits are proposed: a marine circuit, a heritage circuit, and an ecotourism and adventure circuit.

Marine Circuit connecting the main tourism centers of Phuket-Krabi-Langkawi-Penang-Sabang-Phuket. This circuit would connect destinations in the vicinity of the main centers such as the marine national parks of Ko Tarutao Marine National Park ASEAN Heritage Park in Satun, the Ao Phang-Nga Marine National Park and Similan Marine National Park in Phang Nga Province and related centers, as well as the islands surrounding Phuket, Krabi,


Langkawi, and Aceh. Potential existing and new product/activities that can be promoted in this circuit are:

• cruises (main and smaller, specialized pocket cruises);• yacht sailing and island-hopping circuits and routes;• marine sports such as diving, surfing (wave, wind and kiteboarding), sailing, marine

life encounters; and• experiencing the culture of traditional fisher folk communities.

These could be packaged as one-, two- or three-country programs depending upon the length of stay of the target visitor. The circuit could be highlighted by promoting existing and new events such as marine festivals, yacht regattas, surfing competitions, deep diving competitions, and the hosting of national and international marine conferences and exhibitions, etc.

Cultural Heritage Circuit connecting Southern Thailand with the Malaysian Peninsula, and across to Indonesia by air or sea in the vicinity of Melaka. This three-country circuit would connect destinations in Songkhla, Pattani, and Nakhon Si Thammarat in Southern Thailand with Kedah, Perak, Penang, and Melaka down the Utara Corridor, or via Kelantan to Mersing and Melaka down the East Coast Economic Corridor, and Medan, Pekanbaru, Jambi, and Palembang, Samudera, among others in Sumatra, Indonesia. Potential existing and new product/activities that can be promoted in this route are:

• participating in traditional cultural events, music and cultural festivals;• exploring pre-historic and ancient historic sites such as the UNESCO-listed

Archeological Heritage Site of the Lenggong Valley and the Srivijay monuments and relicts and volunteering at archaeological site digs;

• experiencing local culture through home stays;• shopping for art and crafts, and appreciating the cuisine of the subregion; and• following in the route of famous historic figures such as Zheng He and revered Monk

Luang Pu Tuad, visiting the old Malay, Chinese, Arab trader and colonial towns and ports, and experiencing the Islamic heritage of the subregion.

A well-researched proposal for the development of a “Livable Old Towns” cross-border circuit/routes has already been prepared by Thailand, and is ready for implementation. The heritage circuit could be highlighted by promoting existing and new events such as music and cultural festivals (cuisine, art and craft, dance, etc.), hosting international conferences and exhibitions on culture, and creating iconic museums.

Ecotourism Adventure Circuit based on exploring and experiencing the oldest forest flora and fauna on earth by connecting the major national parks and forests of Indonesia (such as the iconic UNESCO-listed “Tropical Rainforest Heritage of Sumatra”), with the major national parks and forests in Malaysia such as Belum-Temengor Forest Complex and Ulu Muda Forest Reserve, both well within reach of Thailand’s national parks and forests, as well as Taman Negara Pahang National Park, and the UNESCO-listed Langkawi Geopark; and the national parks and forests of Thailand such as Ko Tarutao Marine National Park,an ASEAN Heritage Park in Satun, Nam Tok Than To Forest Park, Banglang National Park, Si-Po Waterfall National Park and Khao Luang National Park, among others. Potential existing and new product/activities include:


• Trekking, mountain biking, and “climbing above and caving below” adventures in protected areas such as national parks, forests and geo-parks;

• River and sea kayaking, tubing, and rafting; • One-, two- and three-country short and extended bicycle tours;• immersion in forest and coastal communities based on home stays, camping and eco-

lodges; and• wildlife encounters and conservation volunteering.

The circuit could be highlighted by creating a transnational park system recognized by ASEAN and international conservation organizations such as Conservation International (CI) and the World Wildlife Fund (WWF); creating trans-border national parks and forests between Malaysia and Thailand for joint management; promoting existing and new events and festivals related to conservation, forest and marine themes; and hosting international conferences and exhibitions in the main centers near the parks.

The above spatial framework of thematic circuits and routes provides a platform for addressing connectivity, product development, market awareness, quality, human resources development, community participation, project sustainability, and safety and security issues arising from the analysis of strengths, weaknesses, opportunities and threats.

Foreword10

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3

3.1 Rationale and Strategic Goals for Cooperation in Tourism

The overall rationale for cooperation in tourism among the countries of the subregion rests on the premise that the tourism sector is one of the few sectors of the subregional economy with the capacity for sustainable and inclusive development; and is why it has been selected as one of the three drivers of economic growth. In this context the IMT-GT Vision 2036 goal for tourism is: “Sustainable, Inclusive and Competitive Cross-Border Tourism.” The strategies for achieving this goal are to:

• diversify and enhance the IMT-GT tourism destinations and products;• improve inter- and intra-IMT-GT area connectivity and travel facilitation;• intensify marketing of the subregion as a single destination;• undertake capacity building and human resources development;• raising the quality of the subregion’s tourist destinations, facilities and services;• developing sustainable, inclusive and competitive tourism circuits/routes and their

destinations and products; and• ensuring the safety and security of tourists.

Given the proposed cross-border thematic circuits/routes framework, the IB 2017–2021 should prioritize putting in place the enabling framework for “sustainable, inclusive and competitive thematic cross border tourism” by:

• building the necessary platform for greater subregional interconnectivity and facilitation of thematic cross-border travel;

• building the necessary platform for sustainability, inclusiveness and competitiveness in the thematic cross-border circuits; and

• promoting the subregion as a single destination offering a diverse set of highly attractive cross-border thematic circuits/routes products, to the IMT-GT national, ASEAN regional, and long haul markets.

3.2 Strategic Directions and Programs for 2017–2021

In the context of the Vision 2036 goal for the tourism sector: “Sustainable, Inclusive and Competitive Cross-Border Tourism”, the tourism initiatives under the vision of IB 2017–2021 can be logically clustered into three strategic directions:

IMT-GT Tourism Strategic Framework

IMT-GT Tourism Strategic Framework 11

• Improving connectivity between strategic areas of the subregion to support the development and packaging of selected thematic cross-border tourism circuit development;

• Enhancing the sustainability, inclusiveness and competitiveness of selected thematic cross-border circuits; and

• Providing the platform for marketing the subregion as a single destination based on developing, packaging, and promoting selected thematic cross-border circuits/routes and destinations.

The main programs for undertaking these strategic objectives for IB 2017–2021 are set out below.

3.2.1 Building Interconnectivity

To build the necessary platform for interconnectivity and competitiveness, consideration should be given to undertaking the following strategic interconnectivity and travel facilitation projects:

(a) the Phuket to Sabang air and sea route in the IMT-GT Ranong-Phuket-Aceh Economic Corridor and related air and seaport; customs, immigration, quarantine, and security (CIQS); and cruise and marine center improvements and development;

(b) the Melaka to Dumai RORO route in the Dumai-Melaka Economic Corridor, requiring the development of a RORO facility on the Melaka side, together with related CIQS facilities and services;

(c) move to facilitate small air charter operations between the international rated airports of the subregion to initiate interconnectivity for small groups travelling for medical, adventure, and nature and culture sightseeing activities, by removing unnecessary restrictions, simplifying application procedures and practices, and reducing application processing times to make it feasible for tour operators and carriers to work out specialized programs and packages;

(d) further explore the development of new air routes and, where necessary, infrastructure improvements and CIQS facilities between Langkawi, Phuket, Hat Yai, Songkhla, Medan, Bintan, Pekanbaru, Batam, Jambi, Palembang, Bukkittingi, Padang and Bengkulu, and to major destination airports at Silangit near Lake Toba, Gunung Sitoli on Pulao Nias, and Sinabang on Pulau Simeulue;

(e) prioritize the completion of the Tebingtinggi-Kuala Tanjung and Tebingtinggi-Parapat Toll Route on the trans-Sumatra Economic Corridor; and

(f ) strengthening strategic destination ICT infrastructure, and e-Tourism by increasing the number of fast WIFI spots, installation of sensors to improve tourist security and emergency response at key points, and number of mobile applications to facilitate visitor activities.

Taken together, these will open up new one-, two- and three-country cross-border thematic circuits/routes and related product development opportunities based on one or more combinations of resort, marine, cultural heritage, ecotourism, adventure, cruise, MICE, health and wellness and medical tourism activities.


3.2.2 Building Sustainability, Competiveness and Inclusiveness

Increasing the competitiveness, as well as the sustainability and inclusiveness of the subregion’s tourism destinations, facilities and services in selected cross-border thematic circuits and routes by:

• adopting and implementing in these destinations the ASEAN Tourism Standards for green hotels, food and beverage services, public restrooms, home stays, ecotourism, heritage tourism, and community-based tourism;

• developing and implementing a new standard for “halal destinations” with possible adoption as an ASEAN standard;

• adopting and implementing the ASEAN Tourism Competency and Curriculum Standards program under a mutual recognition agreement (MRA);

• developing and implementing a specialized capacity building program for enhancing: ο sustainable and inclusive tourism planning, development, marketing, and

destination management (including safety and security) capabilities of local, provincial/state, regional and national government destination management organizations and officials;

ο the capacities of local communities to participate directly and indirectly in the tourism supply chain at the local, provincial/state, regional, national and international levels; and

ο hospitality and service skills of existing tourism enterprise personnel; and• harmonizing the collection and analysis of tourism statistics within the destinations

of the selected cross-border thematic circuits and routes.

These initiatives will help to raise the sustainability of tourist facility development and operation in the thematic cross-border circuits and routes; increase the competitiveness of their tourist facilities and services; enhance the capacity of provincial and state DMOs to manage the development of sustainable, inclusive and competitive tourism in their areas; and enhance the capacity of local communities to engage in the tourism supply chain.

3.2.3 Positioning the Subregion as a Single Destination

To market the subregion as a single destination based on developing, packaging, and promoting selected thematic cross-border circuits/routes and destinations, priority will need to be given to:

Preparing an overall marketing strategy to 2021 and a two-year rolling marketing action plan and program in line with that of the ASEAN Tourism Strategic Plan. This plan should include:

• market research by the IMT-GT countries among tour operators and carriers in key markets2 to test thematic cross-border circuit proposals such as the “Livable Old Towns” or geo-park adventures, competing products, market product/activity preferences, length of stay and competitive pricing points, and likely level of visitors in the future;

• in light of the results of the market research, preparation of a market positioning and branding strategy for the subregion’s thematic cross-border circuits and their

2 Key markets include the IMT-GT countries, other ASEAN countries, other Asia and Pacific countries, and long haul markets in the Middle East, Europe and the Americas.

IMT-GT Tourism Strategic Framework 13

destinations and products under a single destination concept, including a monitoring and evaluation system and possible incorporation into the ASEAN Tourism Marketing Strategy and Action Plan; and

• proposed implementing arrangements for the financing, coordination, supervision, and monitoring and evaluation aspects of the plan.

Subject to market research confirmation of proposed thematic cross-border circuits, improving, diversifying and packaging the selected circuits by expanding and enhancing clusters of attractions around the key gateways/destinations; and including projects to link surrounding communities to the tourism supply chain of the cluster and related circuit/s. This will require a study that would:

• identify the target destinations within the selected thematic circuits, their cluster of existing destinations, and opportunities for diversifying and enhancing their offered attractions;

• assess the structure and value of the existing tourism supply chain in the target destinations and identify areas of supply where local communities and local producers could participate;

• identify community issues and concerns in relation to tourism and the ways they may engage in it; and

• design a tourism supply chain community participation program setting out: ο the type and scale of participation; ο awareness and capacity building needs; ο credit and mentoring support program; and ο a monitoring and evaluation framework.

An example of this is already available in the Thailand proposal for the “Livable Old Towns” circuit or route and again in the MICE and medical tourism value chain.3 Here there are opportunities to connect local communities to the transportation, organic food production, art and craft production, and facility operations and procedures, as well as nature and culture sightseeing activity components of the supply chain at the destination.

Based on achievements and lessons learned from IB 2012–2016, the subsequent IBs would focus on completing what remains to be done, or adjusting the strategic approach, and expanding the number of thematic circuit/route offerings.

3.3 Key Results IndicatorsIn the context of the IMT-GT Vision 2036 tourism component, and the proposed scope, goal, objectives, and strategies that could be pursued in IMT-GT IB 2017–2021, some reasonable targets for 2021 are set out below:

1. Growth and dispersion of international tourism receipts, as indicated by:1.1 Number of international tourist arrivals in accommodation establishments

increases by 6.6% annually.

3 This includes: foreign visitors in need of healthcare à hospital agent or internet à medical facilitator à airport pickup, transport, patient admittance à planned hospital procedure, accommodation and services à hospital care management, intervention, operation à tourism package while recovering à transport and airport drop à post medical treatment at home base


1.2 Secondary destinations share of international tourist arrivals in accommodation establishments increases from 20% to 27% (+7%).

1.3 Average length of stay of international tourist arrivals increases from 4 to 4.25 days.

1.4 International tourist expenditure per day (based on Thailand data) increases by $5 to $105 at 2015 prices.

2. Increase employment in the tourism sector as indicated by:2.1 Incremental jobs sustained annually in the accommodation subsector increases

by 151,700 jobs to 662,700.3. IMT-GT is more environmentally, socially and economically responsible as

indicated by:3.1 Fifty percent of hotels, tour operations, and destinations are certified as

sustainable (from zero).3.2 Local suppliers of goods and services to hotels increase from an estimated 30%

to 50%.

It should be noted that given that the IB 2017–2021 will be mostly about building the platform for interconnectivity, competitiveness, sustainability and inclusive development, even with a substantially ramped-up single destination promotion program, the overall volume, length of stay and expenditure results could not be expected to increase that significantly over what they are today. While some modest increases in the volume, length of stay and expenditure, have been set by 2021, more important is the distribution of this expenditure away from the seven major destinations. Given the huge size of the employment generated in the subregion, every 1% shift in the share of tourism between the seven top destinations and the rest could have a significant impact on the distribution of employment and entrepreneurial opportunities outside the top seven provincial/state destinations.

Foreword 15

15

4

4.1 Road Map for ImplementationBased on the suggested activities identified in the three core strategic programs, the action plan comprises four core projects and related subprojects and activities:

A project to improve tourism air and sea interconnectivity, information and communication technology (ICT) connectivity, and travel facilitation in the IMT-GT subregion based on implementing four subprojects:

• infrastructure and regulatory initiatives to enable small air charter and scheduled services between Sabang and Phuket and other points in Thailand, and Langkawi and Penang in Malaysia, and completing plans to develop a RORO service between Melaka and Dumai;

• simplifying air charter approval requirements to enable small IMT-GT air charter operators to operate services between the international airports of the subregion and creating a third-level IMT-GT international airport designation at strategic domestic airports, based on provision of mobile CIQS facilities;

• participating in regional airline route conferences and hosting an annual IMT-GT route conference; and

• designing and implementing projects to improve ICT connectivity within the priority destinations in the thematic cross-border circuits and routes of the subregion.

A project designed to raise the competitiveness, sustainability and inclusiveness of the tourism sector in selected thematic cross-border circuits/routes based on implementing four subprojects:

• adopting the ASEAN Tourism Standards and developing and implementing a new Halal Destination Standard;

• Adopting and implementing the ASEAN Competency and Curriculum Standards;• Undertaking tourism human resource destination capacity-building among provincial

and state DMO officials, hospitality and tourism workers, and local communities; and• Harmonizing the collection, analysis, and reporting of tourism demand and supply

statistics.

A project to formulate the IMT-GT Marketing Strategy and Two-Year Action Plan involving implementation of three subprojects:

• undertaking market research to inform the selection of thematic cross-border circuits/routes and related product development and marketing strategy;

Action Plan 2017–2021


• preparation of the related marketing strategy and action plan; and• based on the market research, selecting initially one thematic cross-border thematic

circuit/route for development, packaging and marketing involving: ο the provision of well-developed and diverse clusters of attractions and activities

in the vicinity of the main air and sea gateway destinations in each area of the selected thematic cross-border circuit/route; and

ο undertaking interventions in the vicinity of the cluster of attractions and activities in the main air and sea gateway destination of the selected thematic circuit to increase local community participation in the tourism supply chain in these areas.

Table 3 summarizes the essential features of the projects in terms of their titles, expected benefits, description, timing, budget where available, and organizations responsible for implementation.

4.2 Knowledge Dissemination PlanThis component seeks to obtain buy-in to the IMT-GT Strategic Framework and Action Plan from key stakeholders, notably provincial/state governors, local governments, DMO officials, the tourism industry, training institutions and academics by informing them about the IMT-GT Tourism Strategic Framework and Action Plan. The plan involves:

• Preparation of knowledge products on the IMT-GT Tourism Strategic Framework and Action Plan, including:

ο Internet-based products for inclusion in social media sites and blogs, design of a page for the IMT-GT web site, etc.

ο Production of brochures, maps and other printed documents ο Production of PowerPoint presentations for conferences and seminars ο Production of a three-minute video

• Distribution of the knowledge products through: ο Social media sites and blogs ο The IMT-GT website ο Electronic media products such as Discovery and National Geographic

documentaries, and current affairs shows ο Seminars, workshops and other meetings ο Direct mail

• Establishment of a knowledge dissemination institutional structure in the IMT-GT Secretariat to sustain implementation of the knowledge dissemination program, and to monitor and evaluate results.

The plan should be implemented once the IMT-GT Tourism Strategic Framework and Action Plan have been agreed upon.

Action Plan 2017–2021 17

Tabl

e 3.

Sum

mar

y of

Pro

ject

s for

the

IMT-

GT

Tour

ism S

trat

egic

Fra

mew

ork

2017

–203

6 an

d A

ctio

n Pl

an 2

017–

2021

Revi

sed

Stra

tegy

an

d Ac

tion

Plan

Ele

men

tsD

escr

iptio

nT

imin

gBu

dget

sRe

spon

sibl

e O

rgan

izat

ions

Out

com

e 1:

Incr

ease

in c

ross

-bor

der

rece

ipts

1.1 I

mpr

ovin

g co

nnec

tivi

ty to

sup

port

dev

elop

men

t of t

hem

atic

cro

ss-b

orde

r to

uris

m c

ircu

its

and

rout

es

1.1

Saba

ng A

irpo

rt/S

eapo

rt

& M

elak

a R

OR

O P

ort

Dev

elop

men

ts.

Expe

cted

ben

efits

:•

Ope

n up

new

mar

ine,

cru

ise,

he

rita

ge, a

nd e

coto

uris

m

adve

ntur

e ci

rcui

t pro

duct

s and

op

port

uniti

es, a

nd p

rom

ote

dest

inat

ion

prod

uct d

iver

sity

•In

crea

se in

trar

egio

nal t

ouri

sm

volu

mes

, len

gth

of st

ay, a

nd

expe

nditu

re•

Bett

er b

alan

ce in

the

shar

e of

to

uris

m a

mon

g th

e co

untr

ies a

nd

spre

ad th

e be

nefit

s of t

ouri

sm

mor

e w

idel

y—m

ore

incl

usiv

e

The

mai

n ac

tiviti

es in

clud

e:•

Prep

arin

g a

posi

tion

pape

r for

pre

sent

atio

n to

the

Wor

king

Gro

up o

n T

rans

port

atio

n an

d IC

T se

ekin

g its

su

ppor

t for

taki

ng u

p bo

th p

roje

cts

•A

sses

sing

the

infr

astr

uctu

re n

eeds

and

defi

cien

cies

and

C

IQS

soft

war

e re

quir

emen

ts to

upg

rade

the

exis

ting

airp

ort a

nd se

apor

t for

subr

egio

nal i

nter

natio

nal

pass

enge

r ope

ratio

ns in

Sab

ang

and

Mel

aka

•Pr

epar

ing

desi

gn, f

easi

bilit

y ev

alua

tions

, fina

ncin

g pl

ans,

oper

atio

ns a

nd m

aint

enan

ce a

nd p

roje

ct im

plem

entin

g ar

rang

emen

ts fo

r eac

h in

fras

truc

ture

pac

kage

•Pr

epar

ing

cont

ract

s for

pro

curi

ng d

esig

n an

d co

nstr

uctio

n su

perv

isio

n se

rvic

es to

impl

emen

t the

pac

kage

s •

Proj

ect c

ompo

nent

impl

emen

tatio

n an

d co

mm

issi

onin

g•

Mon

itori

ng a

nd e

valu

atio

n

Q3–

Q4

2017

Q1–

Q3

2018

Q42

018–

Q2

2019

Q3

2019

–Q4

2019

Q1 2

020–

Q4

2021

Bi-a

nnua

lly

Non

e

Prep

arat

ory

Tech

nica

l Stu

dies

$2

50,0

00

$500

,000

$800

,000

To b

e ad

vise

dN

one

Req

uire

d

WG

T L

ead

Cou

ntry

Wor

king

Gro

up o

n Tr

ansp

orta

tion

and

ICT

as

wel

l as c

ount

ry tr

ansp

orta

tion

orga

niza

tions

.A

s abo

ve

As a

bove

As a

bove

WG

T L

ead

Cou

ntry

1.2

Faci

litat

ing

air

char

ter

appr

oval

re

quir

emen

ts.

Expe

cted

ben

efits

:•

Incr

ease

inte

rcon

nect

ivity

to le

ss

acce

ssib

le d

estin

atio

ns•

Hig

her l

engt

h of

stay

and

ex

pend

iture

•G

reat

er in

clus

ivity

The

mai

n ac

tiviti

es in

clud

e:•

Prep

arin

g a

posi

tion

pape

r set

ting

out t

he c

ase

for

spee

ding

up

and

exte

ndin

g th

e ap

prov

al p

erio

d fo

r cha

rter

op

erat

ions

by

cert

ified

smal

ler I

MT-

GT

air

car

rier

s •

Hol

ding

one

or m

ore

subr

egio

nal m

eetin

gs to

dis

cuss

an

d ag

ree

on a

uni

form

syst

em fo

r fas

t pro

cess

ing

of a

ir

char

ter o

pera

tions

•Im

plem

enta

tion

by th

e co

untr

ies i

n th

eir r

espe

ctiv

e ci

vil

avia

tion

auth

oriti

es•

Mon

itori

ng a

nd e

valu

atio

n of

the

prov

isio

n of

the

serv

ices

Q3–

Q4

2017

Q1 2

018–

Q4

2018

Q1 2

019–

Q 4

201

9

Q1 2

020–

Q4

2021

Non

e as

wou

ld b

e W

orki

ng G

roup

on

Tour

ism

Wor

king

Gro

up o

n T

rans

port

atio

n an

d IC

T

Cou

ntry

civ

il av

iatio

n re

gula

tory

org

aniz

atio

ns.

Wor

king

Gro

up o

n To

uris

m

1.3

Faci

litat

ing

airl

ine

rout

e de

velo

pmen

t.Ex

pect

ed b

enefi

ts:

•In

crea

se in

ter-

and

intr

a-ai

r and

se

a co

nnec

tivity

•In

crea

se le

ngth

of s

tay

and

expe

nditu

re•

Gre

ater

incl

usiv

ity

The

mai

n ac

tiviti

es in

clud

e:•

In p

artn

ersh

ip w

ith th

e pr

ovin

ces a

nd st

ates

, pre

pari

ng

a ro

ute

deve

lopm

ent s

trat

egy

and

an a

nnua

l rou

te

deve

lopm

ent p

rogr

am b

ased

on

the

sele

cted

them

atic

cr

oss-

bord

er c

ircu

its/r

oute

s•

Org

aniz

ing

an a

nnua

l rou

te c

onfe

renc

e w

ith c

arri

ers,

incl

udin

g th

ose

from

out

side

the

IMT-

GT

are

a se

rvin

g ot

her r

egio

nal a

nd lo

ng-h

aul m

arke

ts

•M

onito

ring

and

eva

luat

ion

of ro

ute

deve

lopm

ent a

nd

adju

stm

ents

to th

e ro

ute

deve

lopm

ent s

trat

egy

and

actio

n pl

an a

s req

uire

d.

Q1–

Q2

2018

Q3

2019

, Q3

2020

, and

Q

4 20

21

Sem

i-an

nual

ly

No

Cos

t

$25,

000

p.a.

No

cost

Wor

king

Gro

up o

n To

uris

m

Lead

Cou

ntry

Wor

king

Gro

up o

n To

uris

m o

n a

conv

erge

nce

basi

s with

Wor

king

G

roup

on

Tran

spor

tatio

n an

d IC

T

Wor

king

Gro

up o

n To

uris

m

Lead

Cou

ntry

cont

inue

d on

nex

t pag

e


Revi

sed

Stra

tegy

an

d Ac

tion

Plan

Ele

men

tsD

escr

iptio

nT

imin

gBu

dget

sRe

spon

sibl

e O

rgan

izat

ions

1.4

Faci

litat

ing

dest

inat

ion

ICT.

The

mai

n ac

tiviti

es in

clud

e:•

Iden

tifyi

ng th

e m

ain

dest

inat

ions

in th

e th

emat

ic c

ircu

its

and

rout

es w

here

pri

ority

shou

ld b

e gi

ven

to im

prov

ing

ICT

infr

astr

uctu

re•

Prep

arin

g a

posi

tion

pape

r set

ting

out t

he d

estin

atio

ns fo

r di

scus

sion

with

the

Tra

nspo

rt a

nd IC

T W

orki

ng G

roup

to

dete

rmin

e an

act

ion

plan

•Im

plem

enta

tion

of th

e pl

an•

Mon

itori

ng a

nd e

valu

atio

n of

pro

gres

s

Q1–

2 20

18

Q1 2

018

Q2

2018

–Q4

2021

Sem

i ann

ually

No

Cos

t

No

Cos

t

To b

e de

term

ined

No

Cos

t

Wor

king

Gro

up o

n To

uris

m

Wor

king

Gro

up o

n To

uris

m

Tran

spor

t and

ICT

Wor

king

Gro

upW

orki

ng G

roup

on

Tour

ism

Out

com

e 2:

Incr

ease

in e

mpl

oym

ent i

n cr

oss-

bord

er c

ircu

its

or r

oute

s

2.1 E

nhan

ce th

e su

stai

nabi

lity,

incl

usiv

enes

s, a

nd c

ompe

titi

vene

ss o

f the

sub

regi

on a

s a

sing

le d

esti

nati

on fo

cusi

ng o

n se

lect

ed th

emat

ic c

ross

-bor

der

circ

uits

2.1

Impl

emen

ting

ASE

AN

Tou

rism

St

anda

rds

and

deve

lopi

ng

and

impl

emen

ting

new

Hal

al

Des

tina

tion

Sta

ndar

dsEx

pect

ed b

enefi

ts:

•To

uris

m fa

cilit

ies a

nd se

rvic

es

mor

e su

stai

nabl

e an

d co

mpe

titiv

e•

Tour

ism

hum

an re

sour

ce

com

pete

ncie

s are

mor

e co

mpe

titiv

e•

Incr

ease

d m

arke

t pen

etra

tion

of

Isla

mic

tour

ism

segm

ents

The

mai

n ac

tiviti

es in

clud

e:•

Hol

ding

con

sulta

tions

and

dis

cuss

ions

with

the

rela

ted

IMT-

GT

and

ASE

AN

Wor

king

Gro

ups a

nd c

ount

ry

agen

cies

to a

scer

tain

key

issu

es a

nd c

once

rns,

requ

ired

po

licy

and

regu

lato

ry re

form

s, an

d ap

proa

ch to

im

plem

entin

g th

e A

SEA

N S

tand

ards

;•

Prep

arin

g a

draf

t of t

he H

alal

Des

tinat

ion

Stan

dard

s and

un

dert

akin

g co

nsul

tatio

ns a

mon

g th

e st

akeh

olde

rs to

ag

ree

the

Hal

al D

estin

atio

n St

anda

rds;

•Pr

epar

ing

and

agre

eing

am

ong

the

stak

ehol

ders

a

prog

ram

with

tim

elin

es fo

r the

impl

emen

tatio

n of

the

exis

ting

ASE

AN

Tou

rism

Sta

ndar

ds, a

nd th

e ne

w H

alal

D

estin

atio

n St

anda

rds;

and

•

Impl

emen

ting

and

mon

itori

ng a

nd e

valu

atin

g th

e pr

ogra

m.

Q3–

Q4

2017

Q1–

Q2

2018

Q3–

Q4

2018

Q1 2

019–

Q4

2021

No

Cos

t

No

Cos

t

$25,

000

$150

,000

in se

ed

fund

ing

over

3 y

ears

WG

T w

orki

ng w

ith A

SEA

N

Tour

ism

Wor

king

Gro

up a

nd

rela

ted

natio

nal g

over

nmen

t or

gani

zatio

ns re

spon

sibl

e fo

r set

ting,

cer

tifyi

ng a

nd

regu

latio

n of

stan

dard

s, an

d ke

y pr

ivat

e se

ctor

stak

ehol

ders

.

2.2

Tour

ism

hum

an r

esou

rce

dest

inat

ion

capa

city

bui

ldin

g Ex

pect

ed b

enefi

ts:

•Pr

ovin

cial

and

stat

e D

MO

pe

rson

nel a

re m

ore

effec

tive

in

thei

r tas

ks•

Tour

ism

hum

an re

sour

ce se

rvic

es

are

mor

e co

mpe

titiv

e.•

Loca

l com

mun

ities

are

mor

e en

gage

d in

the

tour

ism

supp

ly

chai

n

The

mai

n ac

tiviti

es in

clud

e:•

Hol

ding

con

sulta

tions

with

the

Uni

Net

par

tner

edu

catio

n an

d tr

aini

ng in

stitu

tions

to sp

onso

r the

subr

egio

nal

capa

city

bui

ldin

g pr

ogra

m;

•U

nder

taki

ng a

cap

acity

bui

ldin

g an

d tr

aini

ng n

eeds

an

alys

is a

mon

g th

e ta

rget

ben

efici

arie

s to

asce

rtai

n th

e ty

pe a

nd sc

ope

of c

apac

ity b

uild

ing

requ

ired

;•

Prep

arin

g an

ong

oing

cap

acity

bui

ldin

g pr

ogra

m,

inst

itutio

nal a

rran

gem

ent a

nd b

udge

t pro

posa

l for

fin

anci

ng;

•A

rran

ging

fina

ncin

g fo

r the

pro

gram

; and

•Im

plem

entin

g an

d m

onito

ring

and

eva

luat

ion

the

prog

ram

;

Q3–

Q4

2017

Q1–

Q2

2018

Q3–

Q4

2018

Q3–

Q4

2018

Q1 2

019–

Q4

2021

$25,

000

for

cons

ulta

tions

, ne

eds a

naly

sis a

nd

prep

arin

g ca

paci

ty

build

ing

prog

ram

s

$150

,000

ove

r 3

year

s

WG

T in

con

verg

ence

with

W

orki

ng G

roup

on

Edu

catio

n an

d C

ultu

re U

niN

et p

artn

ers,

and

prov

inci

al/s

tate

, ind

ustr

y,

and

loca

l com

mun

ity

stak

ehol

ders

cont

inue

d on

nex

t pag

e

Tabl

e 3

cont

inue

d


Revi

sed

Stra

tegy

an

d Ac

tion

Plan

Ele

men

tsD

escr

iptio

nT

imin

gBu

dget

sRe

spon

sibl

e O

rgan

izat

ions

2.3

Dev

elop

ing

a da

ta b

ase

on

tour

ism

and

its

impa

ct o

n su

pply

Expe

cted

ben

efits

:•

Prov

inci

al a

nd st

ate

DM

O

pers

onne

l are

mor

e eff

ectiv

e in

th

eir t

asks

•Be

tter

effe

ctiv

e cr

oss-

bord

er

tour

ism

mar

ketin

g•

Mor

e re

liabl

e in

dica

tion

of c

hang

e du

e to

spec

ific

inte

rven

tions

.

The

mai

n ac

tiviti

es in

clud

e:•

Und

erta

king

a re

view

/eva

luat

ion

of th

e ex

istin

g to

uris

m

dem

and

and

supp

ly st

atis

tics d

ata

colle

ctio

n, a

naly

sis a

nd

dist

ribu

tion

syst

em a

nd c

ircu

latin

g to

stak

ehol

ders

•H

oldi

ng a

con

fere

nce

with

stak

ehol

ders

to d

iscu

ss th

e to

uris

m st

atis

tics d

efici

enci

es a

nd n

eeds

and

to d

evis

e a

stra

tegy

and

pla

n to

add

ress

thes

e, ta

king

into

acc

ount

A

SEA

N in

itiat

ives

in th

is a

rea;

•D

esig

n a

proj

ect t

o im

plem

ent t

he p

lan

for e

nhan

ced

tour

ism

stat

istic

s, in

clud

ing

rela

ted

hard

war

e an

d so

ftw

are

requ

irem

ents

and

cap

acity

bui

ldin

g an

d tr

aini

ng•

Impl

emen

t pro

ject

, mon

itor a

nd e

valu

ate

Q1 2

018

Q2

2018

Q3

2018

Q4

2018

–Q 4

202

1

No

Cos

t

$25,

000

$10,

000

$50,

000

WG

T in

col

labo

ratio

n w

ith

the

prov

ince

s/st

ates

, oth

er

IMT-

GT

WG

s, pr

ivat

e se

ctor

, and

com

mun

ity-b

ased

or

gani

zatio

ns.

Out

com

e 3:

Mor

e en

viro

nmen

tally

, soc

ially

and

eco

nom

ical

ly r

espo

nsib

le a

nd s

afe

tour

ism

in c

ross

-bor

der

circ

uits

or

rout

es

3.1 M

arke

ting

the

subr

egio

n as

a s

ingl

e de

stin

atio

n ba

sed

on th

emat

ic c

ross

-bor

der

circ

uits

/rou

tes

and

dest

inat

ions

3.1

Und

erta

king

mar

keti

ng

rese

arch

to in

form

the

form

ulat

ion

of th

e m

arke

ting

st

rate

gy a

nd s

elec

tion

of

them

atic

cir

cuit

s an

d pr

oduc

ts

Expe

cted

ben

efits

:•

Mor

e st

rate

gic

appr

oach

to

prod

uct d

evel

opm

ent a

nd

mar

ketin

g•

Impr

oved

mar

ket i

mpa

ct•

Gre

ater

buy

-in

by p

rovi

ncia

l/st

ate

DM

Os a

nd th

e pr

ivat

e se

ctor

The

mai

n ac

tiviti

es in

clud

e:•

Und

erta

king

des

k to

p re

view

of e

arlie

r mar

ket r

esea

rch

stud

ies c

ondu

cted

at t

he A

SEA

N, I

MT-

GT

cou

ntry

leve

l, an

d ke

y ou

tbou

nd m

arke

ts to

est

ablis

h an

d pr

ofile

the

subr

egio

n’s e

xist

ing

and

pote

ntia

l mar

kets

•C

ondu

ctin

g In

tern

et su

rvey

of g

loba

l int

erna

tiona

l tou

r op

erat

ors,

carr

iers

and

oth

er tr

avel

trad

e in

term

edia

ries

su

ch a

s Tri

p A

dvis

or a

nd W

ego,

am

ong

othe

rs in

ord

er to

: id

entif

y an

d pr

ofile

cur

rent

trav

el p

atte

rns a

nd m

arke

ts,

and

dete

rmin

e le

vel o

f aw

aren

ess o

f the

subr

egio

n as

a

dest

inat

ion

and

its c

ompe

ting

dest

inat

ions

•

Iden

tifyi

ng a

nd p

rofil

ing

exis

ting

and

pote

ntia

l mar

kets

an

d tr

avel

pat

tern

s and

tren

ds, a

nd d

eter

min

e le

vel o

f m

arke

t rec

ogni

tion

of th

e su

breg

ion,

and

the

exte

nt o

f pa

ckag

ing

of su

breg

iona

l cro

ss-b

orde

r pro

gram

s•

Mar

ket-

test

ing

them

atic

tour

ism

offe

ring

s bas

ed o

n m

arin

e, h

erita

ge a

nd e

coto

uris

m a

dven

ture

them

atic

cr

oss-

bord

er c

ircu

its a

nd ro

utes

to id

entif

y th

ose

that

ha

ve th

e st

rong

est a

ppea

l•

Det

erm

inin

g th

e lik

elih

ood

of h

avin

g th

e su

breg

ion’

s cr

oss-

bord

er p

rodu

cts i

nclu

ded

in th

eir p

rogr

ams

Q2–

Q3

2017

Q3–

Q4

2017

Q3–

Q4

2017

Q3–

Q4

2017

Q3–

Q4

2017

$75,

000

or lo

wer

co

st if

don

e by

N

TO

s

WG

T N

TO

s in

colla

bora

tion

with

pro

vinc

ial/

stat

e D

MO

s an

d Jo

int B

usin

ess C

ounc

il (J

BC)

cont

inue

d on

nex

t pag

e

Tabl

e 3

cont

inue

d


Revi

sed

Stra

tegy

an

d Ac

tion

Plan

Ele

men

tsD

escr

iptio

nT

imin

gBu

dget

sRe

spon

sibl

e O

rgan

izat

ions

3.2

Pre

para

tion

and

im

plem

enta

tion

of a

mar

keti

ng

stra

tegy

and

two-

year

act

ion

plan

Ex

pect

ed b

enefi

ts:

•H

ighl

y fo

cuse

d ap

proa

ch to

pr

oduc

t pac

kagi

ng a

nd p

rom

otio

n

The

mai

n ac

tiviti

es in

clud

e:a.

Ba

sed

on th

e r e

sult

of th

e m

arke

t res

earc

h ou

tput

, pr

epar

ing

and

circ

ulat

ing

a m

arke

ting

stra

tegy

and

act

ion

plan

pos

ition

pap

er se

ttin

g ou

t rec

omm

enda

tions

for:

•th

e ob

ject

ives

and

targ

ets o

f the

mar

ketin

g st

rate

gy

base

d on

the

conc

lusi

ons a

nd re

com

men

datio

ns o

f the

m

arke

t res

earc

h ou

tput

;•

a si

ngle

des

tinat

ion

mar

ket s

egm

enta

tion,

pos

ition

ing

and

bran

ding

stra

tegy

; •

the

prod

uct d

evel

opm

ent s

trat

egy

base

d on

mar

ket

veri

fied

cros

s-bo

rder

cir

cuits

and

rela

ted

dest

inat

ions

an

d pr

oduc

ts to

be

deve

lope

d, p

acka

ged

and

pric

ed,

and

prom

oted

to th

e m

arke

t; •

the

prom

otio

n an

d di

stri

butio

n st

rate

gy;

•a

draf

t of t

he tw

o-ye

ar ro

lling

act

ion

plan

with

det

aile

d bu

dget

in li

ne w

ith th

e A

SEA

N T

ouri

sm M

arke

ting

rolli

ng a

ctio

n pl

an; a

nd•

reco

mm

enda

tions

for t

he p

ropo

sed

impl

emen

ting

arra

ngem

ents

, inc

ludi

ng th

e in

stitu

tiona

l, fin

anci

ng,

coor

dina

tion,

supe

rvis

ion,

and

mon

itori

ng a

nd

eval

uatio

n ar

rang

emen

ts.

b.

Org

aniz

ing

the

Firs

t IM

T-G

T T

ouri

sm F

orum

and

pr

esen

ting

the

draf

t mar

ketin

g st

rate

gy a

nd a

ctio

n pl

an to

st

akeh

olde

rs to

obt

ain

feed

back

to fi

naliz

ec.

Pu

blis

hing

the

plan

and

cir

cula

ting

this

am

ong

publ

ic a

nd

priv

ate

stak

ehol

ders

in th

e su

breg

ion,

incl

udin

g po

stin

g on

the

IMT-

GT,

ASE

AN

and

rela

ted

coun

try

web

site

s; a

nd

d.

Sett

ing

up th

e in

stitu

tiona

l and

ong

oing

fina

ncin

g ar

rang

emen

ts fo

r im

plem

entin

g th

e m

arke

ting

actio

n pl

an

Q1–

Q2

2018

Q3

2018

In Q

4 20

18

Q4

2018

–Q4

2021

No

cost

if d

one

by

NT

Os

Shou

ld b

e co

st n

eutr

al

base

d on

spon

sors

hips

an

d pa

rtic

ipat

ion

fees

$15,

000

See

3.1.3

a. b

elow

WG

T in

col

labo

ratio

n w

ith

prov

inci

al/s

tate

DM

Os a

nd J

BC

WG

T L

ead

coun

try

in

colla

bora

tion

with

oth

er c

ount

ry

NT

Os

WG

T Le

ad co

untr

y in

colla

bora

tion

with

oth

er co

untr

y NTO

s

3.3

Init

ial 2

017–

2018

pac

kagi

ng a

nd

prom

otio

n pr

ogra

mEx

pect

ed b

enefi

ts:

•St

rong

er m

arke

t aw

aren

ess o

f su

breg

ion

as a

sing

le d

estin

atio

n•

Bett

er sp

read

of t

ouri

sm b

enefi

ts.

The

mai

n ac

tiviti

es in

clud

e:a.

W

orki

ng w

ith th

e tr

avel

indu

stry

to p

acka

ge th

e pr

oduc

t off

erin

gsb.

Im

plem

entin

g th

e an

nual

pro

mot

ion

prog

ram

in

part

ners

hip

with

the

trav

el in

dust

ry (c

arri

ers,

tour

op

erat

ors a

nd a

ccom

mod

atio

n op

erat

ors)

Q3

2017

–Q4

2018

$150

,000

p.a

.W

GT

Lea

d co

untr

y in

co

llabo

ratio

n w

ith o

ther

co

untr

y N

TO

s

cont

inue

d on

nex

t pag

e

Tabl

e 3

cont

inue

d


Revi

sed

Stra

tegy

an

d Ac

tion

Plan

Ele

men

tsD

escr

iptio

nT

imin

gBu

dget

sRe

spon

sibl

e O

rgan

izat

ions

3.4

Sele

ctin

g, d

esig

ning

, and

im

plem

enti

ng th

emat

ic c

ross

-bo

rder

mar

ine,

her

itag

e an

d ec

otou

rism

adv

entu

re p

rodu

cts.

Expe

cted

ben

efits

:•

Incr

ease

leng

th o

f sta

y an

d ex

pend

iture

•Be

tter

spre

ad o

f tou

rism

ben

efits

•St

reng

then

ed lo

cal e

cono

mic

lin

kage

s.•

Incr

ease

d pa

rtic

ipat

ion

by

loca

l com

mun

ities

thro

ugh

empl

oym

ent a

nd m

icro

and

smal

l bu

sine

ss c

reat

ion

•Sa

fegu

ards

to m

anag

e ne

gativ

e so

cial

impa

cts

The

mai

n ac

tiviti

es in

clud

e:•

Sele

ctin

g at

leas

t one

cro

ss-b

orde

r the

mat

ic c

ircu

it ba

sed

on m

arke

t tes

ting

the

prop

osed

cir

cuits

/rou

tes

in th

e m

arke

t res

earc

h to

be

unde

rtak

en in

3.1.

2 ab

ove

(goo

d ca

ndid

ates

incl

ude

the

IMT

“Li

veab

le O

ld T

owns

” pr

opos

al o

f Tha

iland

, Ind

ones

ia’s

“Zha

ng H

e Vo

yage

s”

rout

e an

d Ya

cht a

nd M

arin

e C

ircu

it, a

nd M

alay

sia’

s pr

opos

ed G

eo-p

ark

Adv

entu

re C

ircu

it)•

Iden

tifyi

ng re

quir

ed d

estin

atio

n im

prov

emen

ts, p

rodu

ct

dive

rsifi

catio

n op

port

uniti

es, a

nd d

esig

n of

nec

essa

ry

inte

rven

tions

and

impl

emen

tatio

n ar

rang

emen

ts•

Und

erta

king

aw

aren

ess a

nd c

apac

ity b

uild

ing

to su

ppor

t gr

eate

r loc

al c

omm

unity

par

ticip

atio

n•

Impl

emen

ting

the

cros

s-bo

rder

them

atic

cir

cuit/

rout

e de

stin

atio

n pr

oduc

t dev

elop

men

t int

erve

ntio

ns•

Mon

itori

ng a

nd e

valu

atio

n

Q4

2017

–Q1 2

018

Q1–

Q2

2018

Q3

2018

–Q4

2020

Q4

2018

–Q4

2021

Sem

i-an

nual

ly

Non

e re

quir

ed

Non

e re

quir

ed

To b

e de

term

ined

To b

e de

term

ined

No

cost

WG

T in

col

labo

ratio

n w

ith

prov

inci

al/s

tate

DM

Os a

nd

priv

ate

sect

or

As a

bove

As a

bove

As a

bove

WG

T L

ead

Cou

ntry

3.5

Cro

ss-b

orde

r ci

rcui

t/ro

ute

pack

agin

g an

d pr

omot

ion

20

19–2

021

Expe

cted

ben

efits

:•

Mor

e en

viro

nmen

tally

, soc

ially

an

d ec

onom

ical

ly su

stai

nabl

e pa

tter

n of

tour

ism

.•

Incr

ease

d in

vol

ume

of m

ulti-

coun

try

inte

rnat

iona

l tou

rism

The

mai

n ac

tiviti

es in

clud

e:•

Wor

king

with

the

trav

el in

dust

ry to

pac

kage

the

prod

uct

offer

ings

•Im

plem

entin

g th

e an

nual

pro

mot

ion

prog

ram

in

part

ners

hip

with

the

trav

el in

dust

ry (c

arri

ers,

tour

op

erat

ors a

nd a

ccom

mod

atio

n op

erat

ors)

Q1–

Q2

2018

Q3–

Q4

2018

$150

,000

p.a

.W

GT

in c

olla

bora

tion

with

pr

ovin

cial

/sta

te D

MO

s, pr

ivat

e se

ctor

and

com

mun

ity b

ased

or

gani

zatio

ns

Sour

ce: B

ased

on

WT

G a

gree

d pr

ojec

ts a

nd c

onsu

ltant

s’ c

ost e

stim

ates

in d

iscu

ssio

n w

ith IM

T-G

T c

ount

ries

.

Tabl

e 3

cont

inue

d


4.3 Implementation ApproachThe overall approach to the implementation of the Tourism Strategic Framework and Action Plan is shown in the following diagram. This indicates that the overall lead for implementation will be the IMT-GT Tourism Ministers to whom the IMT-GT national tourism organizations (NTOs) report on results of the implementation programs. The IMT-GT NTOs will engage in regular dialogue with partners and with Centre for IMT-GT Subregional Cooperation (CIMT). The WGT is responsible to the IMT-NTOs for supervising, monitoring and evaluating progress, and reporting results. Except for subregional marketing activities, all implementation is to be undertaken by project implementation units comprising public and private sector partners at the national/provincial/state/regional level in the IMT-GT countries. The project implementation units are in turn supervised by three project steering committees or task forces:

Implementation Arrangements

IMT-GT NTOs

IMT-GT Tourism Working Group

CIMT

IMT-GT Tourism Interconnectivity

Steering Committee or Task Force

IMT-GT Sustainable and Competitive Inclusive

Tourism Steering Committee

or Task Force

IMT-GT Product Development and

Marketing Steering Committee or Task Force

IMT-GT Tourism Ministers

Project implementation units at the national and provincial/state/regional level comprising public and

private technical representatives

Dialogue Partners

Other IMT-GT Working Groups

Provincial/State DMOs

Industry Partners

Community Organizations

International

Centre for IMT-GT Subregional Cooperation

(CIMT)


• Tourism Interconnectivity Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three tourism interconnectivity subprojects.

• Tourism Sustainability and Competitiveness Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three subprojects to enhance the sustainability, inclusiveness, and competitiveness of the subregion as a single destination.

• Marketing and Product Development Steering Committee or Task Force is responsible for overseeing and coordinating the inputs of the responsible organizations for the implementation of the three marketing and product development subprojects.

The connectivity, the sustainability and competitiveness, and the product development component of the thematic circuits will be implemented by project implementation units in individual IMT-GT country areas, while the marketing project components dealing with market research, formulation and implementation of the marketing strategy will be undertaken at the subregional level by a marketing coordinator based either at the CIMT in Putrajaya or the Malaysian Ministry of Tourism and Culture in Kuala Lumpur.

The CIMT would also provide secretariat support to the IMT-GT WGT and the three Steering Committees or Task Forces supervising the implementation of the specific projects at the country level.

4.4 Updating the Strategy and Action PlanTo adjust both the Strategy and Action Plan in terms of the strategic framework, target indicators, programs and detailed project activities, it is proposed that:

• the Tourism Strategic Framework and Action Plan be posted on the IMT-GT website;• a suitable project implementation tracking system, similar to that used in the

BIMP-EAGA sub-region in South East Asia, be adopted;• an annual progress report be prepared by the CIMT; and • on the basis of the annual progress report, the WGT conducts a review of the strategic

framework and action plan and recommends any changes required to the NTOs for approval.

Foreword24

24

References

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25References

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