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INDONESIA-MALAYSIA-THAILANDGROWTH TRIANGLE
IMT-GT TourismStrategic Framework 2017–2036
and Action Plan 2017–2021
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.
ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use.
By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make judgments as to any legal or other status of any territory or area.
ADB encourages printing or copyright information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating derivative words for commercial purposes without the express, written consent of ADB.
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
vii
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
1
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
2
2
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
Overview of the IMT-GT Tourism Sector 5
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;
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–20216
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.
Overview of the IMT-GT Tourism Sector 7
• 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,
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–20218
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:
Overview of the IMT-GT Tourism Sector 9
• 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
10
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.
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202112
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
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202114
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
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202116
• 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
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202118
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
Action Plan 2017–2021 19
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
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202120
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
Action Plan 2017–2021 21
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
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ount
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Tabl
e 3
cont
inue
d
IMT-GT Tourism Strategic Framework 2017–2036 and Action Plan 2017–202122
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)
Action Plan 2017–2021 23
• 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
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