Tourism Master Plan 2013 - 2020...tourism, and the characteristics of quality service; and •...

Tourism Master Plan2013 - 2020

MINISTRY OF HOTELS AND TOURISMTHE REPUBLIC OF THE UNION OF MYANMAR

His Excellency U Htay Aung, Union Minister, Ministry of Hotels and Tourism, led the development of the Myanmar Tourism Master Plan. Significant inputs were provided by officials of the Ministry of Hotels and Tourism, members of the Myanmar Tourism Federation, civil society organizations and Myanmar’s development partners, particularly the Government of Norway and the Asian Development Bank.

A team from the College of Innovation, Thammasat University, Thailand, assisted in drafting the document, with Dr. Paul Rogers as team leader and specialist contributions by Daw Kyi Kyi Aye, Nicole Haeusler, Professor Dr. Walter Jamieson, John Koldowski, and Pawinee Sunalai. Steven Schipani was the Asian Development Bank staff responsible for administering technical assistance to support development of the Master Plan (TA 8136-MYA). Base maps were provided courtesy of the United Nations Development Programme’s Myanmar Information Management Unit. Nway Aung, Khaing Oo Swe, and Karen Williams edited the document. Ponsak Chaisri prepared the layout. Photos were provided by the Ministry of Hotels and Tourism.

©2013 Ministry of Hotels and Tourism, The Republic of the Union of Myanmar

All rights reserved. Published in 2013.

ISBN 978-974-466-700-7 Citation: Ministry of Hotels and Tourism, Myanmar. 2013. Myanmar Tourism Master Plan 2013–2020. Nay Pyi Taw.

Key words: 1. Myanmar Tourism Master Plan. 2. Myanmar Responsible Tourism. 3. Ministry of Hotels and Tourism, Myanmar.

The Ministry of Hotels and Tourism encourages printing or copying information in this document for personal and noncommercial use with proper acknowledgement of the Ministry of Hotels and Tourism, The Republic of the Union of Myanmar. Users are restricted from reselling, redistributing, or creating derivative works for commercial purposes without the express, written consent of the Ministry of Hotels and Tourism, Myanmar.

Ministry of Hotels and TourismBuilding No. 33Nay Pyi TawThe Republic of the Union of MyanmarTel + 95 67 406454, 406450, 406130

This document is available on the Ministry of Hotels and Tourism website: www.myanmartourism.org

In this document “$” refers to US Dollars, unless otherwise stated.

The Republic of the Union of Myanmar

Myanmar Tourism Master Plan 2013 - 2020

Ministry of Hotels and Tourism

Map of the Republic of the Union of Myanmar

Lao People's Democratic Republic

ForewordMyanmar, strategically located in Southeast Asia, is currently experiencing rapid growth in international tourist arrivals and tourism receipts. It has become an emerging tourist destination for international travelers keen to experience Myanmar’s abundant wealth of cultural and natural heritage, genuine hospitality, and spiritual values.

As a result of the remarkable reforms and diligent endeavors of the new Government, Myanmar has gained a new momentum of success and has significantly strengthened friendly relations with the international community. Recognizing these efforts and success, development partners and donor agencies have expanded their cooperation programs in support of these important steps toward Myanmar becoming a modern and developed democratic nation.

Taking this opportunity, the Ministry of Hotels and Tourism of the Republic of the Union of Myanmar has placed considerable emphasis on developing and managing tourism in sustainable and responsible ways in line with the Government’s reform strategies and economic liberalization.

To ensure the tourism sector is managed responsibly, for the benefit of the nation and its people, the Ministry of Hotels and Tourism has closely collaborated with internal stakeholders, the Government of Norway, and the Asian Development Bank to develop the Myanmar Tourism Master Plan. The goal of this Master Plan is to maximize tourism’s contribution to national employment and income generation while ensuring that the social and economic benefits of tourism are distributed equitably.

In this sense, this Master Plan will be used as a roadmap to shape the future of tourism in Myanmar. It defines a clear vision, guiding principles, and strategic programs in the form of a long-term implementation framework (2013–2020) which is well-suited to the needs of the industry.

I believe all industry stakeholders will agree that this Tourism Master Plan foresees the magnitude of challenges ahead and identifies areas where still greater effort is needed to build the tourism sector in a sustainable and responsible manner.

In this regard, strong coordination and effort are required from government, the private sector, civil society, and community and development partners to jointly steer the successful implementation and monitoring of the Master Plan. I would, therefore, like to urge all our colleagues to join hands in implementing this Master Plan to systematically and resourcefully accelerate industry growth.

This Master Plan is a living document to be reviewed and updated when deemed necessary. It marks an important milestone for the systematic development of Myanmar’s tourism sector. For this reason, I greatly appreciate the kind assistance extended by the Government of Norway and the Asian Development Bank to this project, and my sincere thanks also to Dr. Paul Rogers and the project team. I would also like to express my sincere thanks to all of the people who have, in various ways and means, contributed to the successful formulation of this Tourism Master Plan.

U Htay AungUnion Minister for Hotels and TourismThe Government of the Republic of the Union of Myanmar

ContentsForeword

Executive Summary i

Introduction 1

Part I. Strategic Issues 3

Country Context 5Regional Tourism Setting 6Sector Footprint and Profile 8Geographic Spread and Destination Profile 11Institutional Environment 12Policy and Regulatory Environment 16Transportation Infrastructure 18Superstructure and Services 20Finance and Investment 22Human Resources 22Growth Scenarios 24Strengths, Opportunities, Constraints, and Risks 25

Part II. The Way Forward 27

Vision Statement 29Guiding Principles 29Strategic Programs 31

Part III. Implementation and Monitoring 43

Implementation 45Monitoring 48Financing the Master Plan 48

Appendices 1. Long Term Implementation Framework (2013–2020) 492. Short Term Action Plan and Milestones (2013–2015) 653. Strategic Projects for Implementation (2013–2020) 71

Glossary 77

Abbreviations 79

Myanmar | Tourism Master Plan

Strategic Issues i

Executive SummaryAs a result of sweeping political and economic reforms, the Republic of the Union of Myanmar is enjoying unprecedented tourism growth. Between 2011 and 2012, visitor arrivals increased by 29.7% and, for the first time in its history, Myanmar received over 1 million international visitors. Other key drivers of growth include the rapid expansion of scheduled inbound flights, eased tourist visa-on-arrival privileges at gateway airports, improving business and investment conditions, and the growing demand for international travel among regional and long-haul markets. Although Myanmar possesses diverse and extensive cultural, natural, and historic assets, it has only begun to develop its enormous tourism potential.

Due to the income- and employment-generating opportunities it creates, tourism is a global industry with special economic significance to developing countries. Consequently, the Government of Myanmar (GOM) has prioritized tourism development in its Framework for Economic and Social Reforms. To help ensure that tourism growth delivers broad and equitable social, economic, and environmental benefits, GOM adopted the Myanmar Responsible Tourism Policy in 2012. The policy is also endorsed by the Myanmar Tourism Federation (MTF), and is highly acclaimed by both civil society and development partners. The vision for tourism in Myanmar, as set out in the Responsible Tourism Policy is

“We intend to use tourism to make Myanmar a better place to live in—to provide more employment and greater business opportunities for all our people, to

contribute to the conservation of our natural and cultural heritage and to share with us our rich cultural diversity. We warmly welcome those who appreciate

and enjoy our heritage, our way of life, and who travel with respect.”

In this context, the Ministry of Hotels and Tourism (MOHT)—the agency mandated by GOM to oversee the systematic development of tourism—prepared the Myanmar Tourism Master Plan (the Master Plan). The Master Plan adopts this vision for tourism in Myanmar and the nine aims of the Myanmar Responsible Tourism Policy as its guiding principles. It sets out strategic programs, priority projects, and activities in a long-term implementation framework covering 2013–2020 and a short-term action plan for 2013–2015.

The goal of the Master Plan is to maximize tourism’s contribution to national employment and income generation, and ensure that the social and economic benefits of tourism are equitably distributed. Key objectives for each strategic program are listed below.

Strategic Program 1: Strengthen the Institutional Environment• establish a Tourism Executive Coordination Board (TECB) to oversee tourism development and

coordinate plans and programs of the Government and private sector;• develop a planning framework to support the TECB such as the creation of state and regional

tourism committees and local destination management organizations;• strengthen data systems and metrics to measure industry performance, particularly regarding

information on income and employment to assess the economic impact of tourism and help guide policy making;

• develop systems and procedures to promote visitor safety and consumer protection; and• strengthen the legal and regulatory environment for tourism to encourage inclusive and

responsible investment in hotels and other tourism-related enterprises.

Executive Summary i

Myanmar | Tourism Master Plan iiii

Strategic Program 2: Build Human Resource Capacity and Promote Service Quality• design and deliver a comprehensive human resource development and capacity building

strategy;• create conditions, programs, and actions to expedite the implementation of the human

resource development strategy; and• develop multi-stakeholder partnerships and policies to improve tourism products and service

quality.

Strategic Program 3: Strengthen Safeguards and Procedures for Destination Planning and Management• design and implement innovative, integrated, and participatory approaches to destination

planning;• strengthen tourism-related social and environmental safeguards;• improve zoning practices and controls in tourism destinations;• develop tourism and climate change adaptation strategies;• promote innovative and green technologies; and• strengthen community involvement in tourism.

Strategic Program 4: Develop Quality Products and Services• design and implement tourism product development strategies that meet market expectations

and which are suited to the local context;• develop an ecotourism management strategy for protected areas; and• strengthen tourism-related supply chain linkages.

Strategic Program 5: Improve Connectivity and Tourism-related Infrastructure• promote complementary expansion of the aviation and tourism sectors; • ensure the integration of tourism considerations into national and local transportation

planning; • invest in tourism-related infrastructure and environmental services to promote balanced and

inclusive growth; and• progressively ease barriers to visitor entry and movement around the country.

Strategic Program 6: Build the Image, Position, and Brand of Tourism Myanmar • determine the supply, demand, and gap characteristics of the tourism system;• create a strategic marketing map that includes a range of niche market actions;• raise national awareness about the nature and significance of the tourism industry, responsible

tourism, and the characteristics of quality service; and• effectively position and brand Myanmar in the international marketplace.

This report organizes these strategic programs and key objectives to produce a coordinated response to future challenges and emphasizes their interrelationships and equal importance. Similarly, implementation of the Master Plan will emphasize seven cross-cutting themes, including

Gender equity. All tourism policies and development planning will include gender analysis. Men and women will have equal access to economic opportunities, skills training, employment, resources, and decision-making.

Environmental sustainability. All tourism-related policies and plans will embrace safeguards and procedures to facilitate sound environmental practices.


Strategic Issues iiiExecutive Summary iii

Partnerships. Partnerships between the public and private sectors, development partners, and civil society will be encouraged to address development issues, facilitate investment, and build synergies at all levels.

Innovative financing. Mechanisms such as public–private partnerships, micro-contributions, and appropriate taxes and user fees will be promoted to secure the widest possible funding base to support the implementation of the Master Plan.

Regional cooperation. Enhanced regional cooperation in tourism and related sectors will be pursued to exchange knowledge and lessons on good practice, ensure consistency in tourism standards and visa policies, harmonize the collection and reporting of tourism statistics, jointly promote Myanmar with other destinations of the Association of Southeast Asian Nations (ASEAN) and the Greater Mekong Subregion (GMS), and raise the efficiency of tourism-related infrastructure investments.

Ensure access for disabled people. Ensure that people with disabilities are equally able to participate in vocational and professional opportunities in tourism as well as in the recreational opportunities that tourism provides.

Consultation and participation. Steps will be taken to ensure that prior and informed consultations are made with relevant stakeholders, as well as the provision of timely and accurate disclosure of information, to promote gender and ethnic inclusiveness, and enable the incorporation of stakeholder views into decision-making processes.

Myanmar welcomes tourists from around the world and will continue to facilitate smooth and efficient access to the country. Together with MTF, MOHT will work to develop Myanmar as a year-round destination with a geographically spread product base. Importantly, the value and yield of tourism will take precedence over simply increasing the volume of international visitors. GOM will closely monitor the expansion of the sector and encourage forms of quality tourism that are consistent with national, state, and regional development objectives. Furthermore, Myanmar will balance the need to ensure the well-being of host communities and the protection of its natural and cultural heritage with the need to boost tourism’s contribution to foreign exchange earnings and gross domestic product (GDP) growth.

The Master Plan has set a high target of 3.01 million international visitors in 2015 and 7.48 million in 2020. Based on this high growth scenario, tourism receipts are projected to increase from a baseline of $534 million in 2012 to $10.18 billion in 2020, with the corresponding number of tourism-related jobs rising from 293,700 to 1.49 million.

To ensure that this growth is managed responsibly, for the benefit of all of Myanmar’s People, the Master Plan includes thirty-eight projects with an indicative cost of $486.8 million. Twenty-three of these projects, with an indicative cost of $215.6 million, are critical to the successful implementation of this Master Plan.

Introduction

The Government of the Republic of the Union of Myanmar (GOM) is transforming its political and economic system to enhance inclusive economic growth, accelerate poverty reduction, and increase the living standards of Myanmar’s multiethnic population. Owing to its ability to rapidly create jobs and stimulate the expansion of many economic sectors, responsible tourism development is a national priority.

Together with Myanmar’s abundance of outstanding cultural and natural tourism assets, ongoing reforms have fueled a surge in international visitors. Other key drivers of growth include: (i) rapidly expanding scheduled inbound flights; (ii) progressive easing of tourist visa-on-arrival privileges at gateway airports; (iii) improving conditions for business and investment; and (iv) strong demand for international travel among regional and long-haul markets. While the increase in international visitors is a positive result of the Government’s reform process, rapid tourism growth is presenting the country with many social and environmental challenges. In this context, the Ministry of Hotels and Tourism (MOHT) formulated the Myanmar Tourism Master Plan 2013–2020 (the Master Plan).

The Master Plan sets out a vision for sustainable tourism development and includes strategic programs, priority projects, and activities in a long-term (2013–2020) implementation framework and a short-term (2013–2015) action plan. The Master Plan seeks to maximize the contribution of tourism to national employment and income generation and ensure equitable distribution of its social and economic benefits. GOM aims to balance its objectives for economic growth with the well-being of host communities and minimize negative impacts on the country’s social, cultural, and environmental fabric.

Preparation of the Master Plan was undertaken between October 2012 and May 2013, with technical assistance from the Asian Development Bank (ADB) financed by a grant from the Government of Norway.

Development of the Master Plan involved situational analysis, extensive stakeholder consultations, and a review of internationally accepted good practice for responsible tourism planning and development. Fieldwork included two national and three subnational workshops, complemented by nine subsector focus group meetings. Consultations with more than 700 representatives of government agencies, industry associations, individual enterprises, civil society, and community leaders shaped the Master Plan and enabled broad national ownership of this document. Similarly, the Master Plan incorporates the views of 1,085 international visitors, gathered from a visitor survey administered to departing passengers, mostly from Yangon International Airport. Myanmar’s development partners also provided significant inputs during individual consultations and at the first Myanmar Development Cooperation Forum (19–20 January 2013).

The Master Plan begins with an overview of Myanmar’s tourism system including an analysis of regional trends, tourism activity and assets, institutional and regulatory issues, investment environment, infrastructure, and human resources. Based on the situational analysis, intermediate and long-term forecasts are given for international visitor arrivals, length of stay, tourism receipts, and employment. Myanmar’s Tourism Vision, as set out in the Government’s Responsible Tourism Policy, follows with a set of guiding principles for tourism in Myanmar. Related programs and actions needed to achieve the vision and objectives of the Master Plan are presented in Section II. Section III describes implementation and monitoring arrangements, including the roles and responsibilities of various public and private stakeholders. The long-term implementation framework and short-term action plan with milestones and activities are in Appendices 1 and 2. Priority projects for implementation, many of which were directly proposed by members of the Myanmar Tourism Federation (MTF), Union, state and regional agencies, nongovernment organizations (NGOs), and development partners are in Appendix 3.

Introduction 1

Strategic Issues 5

I. Strategic Issues

Country ContextCovering an area of 676,577 km2, Myanmar is the second largest country in the Association of Southeast Asian Nations (ASEAN). Separated by 2,100 km, its northern and southern borders extend from the snow-capped Greater Himalaya to the Indian Ocean. Myanmar has an abundance of natural and cultural tourism assets, including 2,832 km of coastline, the pristine Myeik archipelago, 36 protected areas covering 5.6% of the country, outstanding examples of religious and vernacular architecture, and a youthful population of about 60 million that includes over 100 distinct ethnic groups. The historic legacy of former kingdoms, the colonial period, and World War II complement these assets, providing a unique setting for the development of a responsible tourism industry.

Despite Myanmar’s strategic location between South and Southeast Asia, an abundance of natural resources, and a sizeable labor force, the current Human Development Index of the United Nations Development Programme (UNDP) ranks Myanmar 149 out of 187 countries. In 2012, per capita gross domestic product (GDP) was about $900, the lowest in ASEAN. Although the economy is currently expanding at about 6% annually, more than 29% of the rural population and 16% of urban residents live in poverty.1 There are also large disparities across states and regions. Performance toward achievement of the Millennium Development Goals generally lags behind other ASEAN countries, particularly for health-related indicators. The main causes of poverty include inadequate income, insufficient assets, and exclusion from economic decision-making. Although this situation is improving in step with the Government’s reform process, the current shortage of jobs drives many of Myanmar’s citizens to migrate across borders each year, where employment opportunities are often limited to low-paying, difficult, and dangerous work. In regard to tourism development, decades of past isolation have caused Myanmar to fall behind its neighbors in the Greater Mekong Subregion (GMS),2 where the industry is a major employer and engine of economic growth.

To address these challenges, GOM’s Framework for Economic and Social Reforms (FESR) outlines the policy priorities that will allow Myanmar to become a modern, developed, and democratic nation. These include: (i) fiscal and tax reforms; (ii) liberalization of trade and investment; (iii) monetary and financial sector reforms; (iv) private sector development; (v) health and education reforms; (vi) food security and agricultural growth; (vii) governance and transparency; (viii) expanded access to mobile phones and the Internet; (ix) infrastructure improvement; and (x) effective and efficient government. While tourism is identified as a key economic activity under private sector development, expansion of Myanmar’s tourism industry will contribute to—and benefit from—reforms in all priority areas. Due to its ability to accelerate inclusive economic growth and enhance poverty reduction efforts, tourism development also features prominently in Myanmar’s forthcoming National Comprehensive Development Plan.

1 Integrated Household Living Conditions Assessment (IHLCA) 2009/10; International Monetary Fund (2013). IMF Country Report No. 13/13.

2 The Greater Mekong Subregion comprises the Kingdom of Cambodia, Guangxi Zhuang Autonomous Region and Yunnan Province of the People’s Republic of China, the Lao People’s Democratic Republic, the Republic of the Union of Myanmar, the Kingdom of Thailand, and the Socialist Republic of Viet Nam.

Myanmar | Tourism Master Plan 6

While there are clear associations between tourism and poverty reduction (directly through employment and income generation, and indirectly through its contribution to improved health, education, and transportation services), economic linkages are neither automatic nor straightforward.3 GOM also recognizes that tourism is a competitive and fragmented industry associated with a variety of negative impacts. Consequently, the Master Plan emphasizes purposeful development of quality tourism through strategic and responsible actions to deliver equitable economic benefits, social well-being, and environmental sustainability.

Regional Tourism SettingTravel and tourism are among the most dynamic and resilient economic activities in Southeast Asia. Over the last two decades, international arrivals to ASEAN countries increased an average 7.3% per year, rising from 21.8 million in 1992 to 89.5 million in 2012, a historic high.4 According to the World Travel and Tourism Council (WTTC), the travel and tourism industry currently contributes 11.1% to regional GDP ($255.1 billion) and sustains a total of 25.4 million jobs (8.8% of total employment) across a wide range of economic sectors. Taking into account its direct, indirect, and induced impacts, travel and tourism contributed $47.7 billion to investment in Southeast Asia and $95.5 billion to exports in 2012, representing 7.3% of total investment and 6.2% of all exports.5 For the wider Asia and the Pacific Region, the United Nations World Tourism Organization (UNWTO) forecasts 540 million international arrivals and 30% of global market share by 2030.6

Although Myanmar received the second lowest share of arrivals in ASEAN during 2012 (1.2%), annual growth was the highest in the region at 29.7% (Table 1). In comparison, Thailand and Malaysia together accounted for about 54% of total arrivals in 2012.

Table 1: ASEAN International Visitor Arrivals 2009–2012

Country 2009 2010 2011 2012 Share (%)Change (%)2011–2012

Brunei Darussalama 157,474 214,290 242,061 300,139 0.3 24.0

Cambodia 2,161,577 2,508,289 2,881,862 3,560,000 4.0 23.5

Indonesia 6,323,730 7,002,944 7,649,731 8,147,000 9.1 6.5

Lao PDR 2,008,363 2,513,028 2,723,564 3,050,400 3.4 12.0

Malaysia 23,646,191 24,577,196 24,714,324 25,950,000 29.0 5.0

Myanmar 762,547 791,505 816,369 1,058,995 1.2 29.7

Philippines 3,017,099 3,508,818 3,917,454 4,259,600 4.8 8.7

Singapore 9,681,259 11,638,663 13,171,303 14,356,500 16.0 9.0

Thailand 14,149,841 15,936,400 19,230,470 22,303,065 24.9 16.0

Viet Nam 3,772,559 5,049,855 5,988,425 6,585,853 7.4 10.0

Total 65,680,630 73,740,988 81,335,563 89,571,552 -- 10.1

ASEAN = Association of Southeast Asian Nations, Lao PDR = Lao People’s Democratic Republic.a International arrivals by air only.Source: ASEAN Secretariat.

3 United Nations Development Programme. 2011. Tourism and Poverty Reduction Strategies in the Integrated Framework for Least Developed Countries.

4 ASEAN Secretariat.5 World Tourism and Travel Council. 2013. Travel & Tourism Economic Impact Report: Southeast Asia. London.6 United Nations World Tourism Organization. 2013. UNWTO World Tourism Barometer. United Nations: Madrid.

Strategic Issues 7

As it works to promote economic growth and integration with other Asian economies, Myanmar strongly supports regional cooperation in tourism and participates in tourism-related initiatives of ASEAN, the GMS Economic Cooperation Program, the Ayeyawady-Chao Phaya-Mekong Economic Cooperation Strategy (ACMECS), and the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC). Myanmar rejoined the UNWTO on 1 June 2012 and is also a member of the Pacific Asia Travel Association (PATA). Establishment of a national PATA chapter in 2011 reflects GOM’s intention to support the expansion of international networking and policy dialogue with industry associations.

As a signatory to the ASEAN Tourism Agreement, Myanmar participates in special working groups on ASEAN tourism integration and cruising. Representatives of MOHT and other agencies attend semi-annual working group meetings on tourism product development, tourism marketing and communication, quality tourism, meetings of the tourism professionals monitoring committee, and the tourism integration and budget committee. Myanmar endorsed the ASEAN Tourism Strategic Plan 2011–2015, the ASEAN Tourism Marketing Strategy 2012–2015, and the GMS Tourism Sector Strategy 2005–2015. These regional strategies aim mainly to develop quality tourism products and services, strengthen human resources, and promote regional cooperation and integration by reducing physical and nonphysical barriers to travel (Table 2). In 2009, GOM endorsed the ASEAN Mutual Recognition Arrangement on Tourism Professionals (MRA), further emphasizing its intent to pursue opportunities for cooperation and capacity building with ASEAN member states.

Table 2: Regional Priorities in the Tourism SectorASEAN Tourism Strategic Plan GMS Tourism Sector Strategy

• Develop and implement a tourism marketing strategy for the ASEAN region.

• Develop experiential and creative regional/sub regional circuits and packages together with investment strategies.

• Enhance the external relation policies and procedures of ASEAN tourism.

• Foster development of multicountry tourism by stimulating demand from appropriate high-yielding markets.

• Promote pro-poor tourism to help reduce poverty and increase rural incomes.

• Encourage private sector participation and partnerships in planning, investment and marketing.

• Develop a set of ASEAN Tourism Standards with a certification process.

• Implement the Mutual Recognition Arrangement on ASEAN Tourism Professionals.

• Provide opportunities for increased knowledge and skills development.

• Advocate for a single visa for ASEAN.

• Expand connectivity through air, water, rail and ground transportation.

•Upgrade the skills of tourism leaders and tourism trainers.

• Promote higher standards of natural and cultural heritage management for conservation and tourism purposes.

• Enhance measures to manage the negative social impacts of tourism.

• Identify and address impediments to travel to and within the GMS.

• Jointly plan and develop tourism infrastructure with a view to ensure a wider distribution of tourism benefits.

ASEAN = Association of Southeast Asian Nations, GMS = Greater Mekong SubregionSources: ASEAN Tourism Strategic Plan 2011–2015; GMS Tourism Sector Strategy 2005–2015.


Sector Footprint and Profile Tourism Receipts

Myanmar’s international tourism receipts grew from $165 million in 2008 to an estimated $534 million in 2012. GOM’s data collection methods to calculate tourism earnings do however need to be reviewed as earnings are likely to be significantly higher. For example, WTTC estimates that travel and tourism contributed $771 million to GDP in 2012.7 Similarly, while Myanmar currently has no up-to-date systems to measure how much tourism revenue “leaks” out of the country to purchase tourism-related goods and services, the GMS Tourism Sector Strategy estimates that leakage could be up to 40%.8

Given that Myanmar has not yet adopted standard practices to quantify the economic impact of tourism, there is a need to introduce Tourism Satellite Accounting or other appropriate methodologies, to measure the component parts of the tourism economy and help define the linkages among them. This information is critical to support policy making that aims to reduce economic leakage by promoting targeted development of national industries.

Employment

International tourism is a labor-intensive industry, with jobs concentrated in accommodation, food and beverage, retail, transportation, and recreational services. Tourism is one of the most labor-intensive industries in the non-agricultural sectors, offering unskilled and semi-skilled workers access to well-paid lifelong employment in the service economy. Tourism also creates significant employment in the informal sector. Although GOM does not currently generate industry-wide employment data, WTTC estimates that travel and tourism directly supported 293,700 jobs (1.1% of total employment) in 2012. According to WTTC, inclusive of direct, indirect, and induced employment, Myanmar’s travel and tourism industry sustained 735,000 jobs (2.8% of total employment) in 2012. Based on employment profiles in neighboring GMS countries and discussions with industry associations, women likely represent at least half of all tourism workers in Myanmar.9

Arrivals and Major Source Markets

Figure 1 shows growth in international visitor arrivals to Myanmar between 2003 and 2012. The average annual increase for this period was 6.6%, with Myanmar surpassing the historic milestone of one million annual visitors in 2012. During the same year, arrivals by air through the Yangon, Mandalay, and Nay Pyi Taw gateways increased 66%, from 391,176 to 593,381. This surge in arrivals is mainly attributed to GOM’s sweeping political and economic reforms, improved connectivity, and rising demand from all major source markets to visit Myanmar.

7 WTTC. 2013. Travel and Tourism Economic Impact 2013. Myanmar. London.8 ADB. 2005. GMS Tourism Sector Strategy Final Report (TA 6179-REG). Annex 3 Technical Notes and Tables. Manila.9 ADB. 2009. Gender-Related Impacts of the Global Economic Slowdown in the Greater Mekong Subregion: Emerging Trends and

Issues. Manila.

Strategic Issues 9

Figure 1: International Visitor Arrivals to Myanmar, 2003–2012

Source: Ministry of Hotels and Tourism, 2012.

Key source markets include Thailand and the People’s Republic of China, accounting for 16% and 12%, respectively, of the 593,381 arrivals by air in 2012. Japan (8%), the United States (6.3%), and the Republic of Korea (6%) round out the top five generating markets arriving by air, and France, Malaysia, Singapore, the United Kingdom, and Germany each account for about 4%–5%. Overall, visitors from Asia comprise 64.1% of all arrivals by air, followed by Western Europe (21.9%), North America (7.4%), and Oceania (3.4%). Of the 465,614 visitors entering Myanmar on a border pass through land gateways in 2012, most were citizens of Thailand who stayed less than one day. MOHT estimates that the overall average length of stay in 2012 was 7 days.

Table 3 illustrates the number and share of arrivals by entry point. Since 2008, the ratio of visitors entering Myanmar on a border pass has steadily decreased, likely due to more stringent entry requirements at the Muse and Tachileik border gates and the recent expansion of scheduled international air services into Yangon and other airports. Projections suggest that the share of international arrivals by air will accelerate until GOM eases restrictions that currently only allow pre-authorized individuals and tour groups to enter through the land borders. Yangon International Airport currently handles about 94% of all international flights and is expected to remain the country’s primary visitor gateway for the foreseeable future.

Table 3: International Arrivals into Myanmar by Entry Point, 2008–2012

Gateway 2008 2009 2010 2011 2012 CAGR (%) Share 2012 (%)

Yangon 187,766 234,417 297,246 364,743 559,610 24.4 52.8

Mandalay 5,553 8,861 13,442 20,912 32,521 42.2 3.1

Nay Pyi Taw 0 0 0 5,521 1,250 -- 0.1

Land Borders 537,911 519,269 475,877 425,193 465,614 (2.8) 44.0

Total 731,230 762,547 786,565 816,369 1,058,995 9.7 100.0

CAGR = compound annual growth rate.Source: Ministry of Hotels and Tourism 2012.


Tourist Visa Formalities

Entry requirements for tourists are being progressively streamlined. Visas can be issued within a single day at Myanmar Embassies and Consular General Offices abroad. Visa on arrival is also now available on prior arrangement with MOHT (mainly for cruise liners, charter flights, and package tours) or licensed travel agencies registered in Myanmar. Visitors arriving by air, traveling independently or in a group, are required to possess a passport valid for at least six months from the date of arrival and are granted a stay of 28 days. Further streamlining of visa formalities is a priority of the Framework for Economic and Social Reforms (FESR), with steps being taken to introduce an e-visa system in 2013 and fully implement the ASEAN Framework Agreement on Visa Exemption.10

Seasonality

There is a distinct difference in visitor volumes during the low season (April–September) and the high season (October–March). Closely tracking trends in other GMS countries, peak months are in the cooler and drier period (November–January). Figure 2 compares arrivals by month at Yangon International Airport for 2011 and 2012, illustrating both the dramatic rise in visitors and the increasingly pronounced difference between visitor volumes during the high and low seasons. Seasonality is a growing concern and marketing interventions are needed to achieve a more balanced spread of arrivals throughout the year.

Figure 2: Visitor Arrivals by Month at Yangon International Airport, 2011–2012

Source: Ministry of Hotels and Tourism, 2012.

Visitor Profiles

In November–December 2012, a survey of 1,085 departing visitors (mostly at Yangon International Airport) determined that the primary purpose of travel to Myanmar was for a holiday (77%). The typical respondent was older than 35 years of age (70%) and university-educated (78%). Most were traveling independently (67%), either alone or in small groups, and average length of stay for this cohort was 13.8 nights. This is likely due to the survey’s bias towards European visitors, who formed 58% of the sample size and stayed an average of 15.1 nights. In comparison, Asian visitors accounted for 19% of the sample and stayed an average of 6.3 nights.

10 The ASEAN Framework Agreement on Visa Exemption exempts citizens of ASEAN member states holding valid national passports from a tourist visa requirement (to visit other ASEAN member states party to the agreement) for up to 14 days.

Strategic Issues 11

Across the total sample, average daily expenditure was around $100 (excluding accommodation). Activities and tours accounted for the most spending (43%), followed by shopping (23%) and meals (7%). The average tourist spent $129 per night for accommodation; 25% of respondents spent between $200 and $299 per night for a hotel in Yangon. Seventy-seven percent were on their first trip to Myanmar, 9.3% were on their second visit, and 3.3% had visited more than 10 times. About 98% wanted to learn more about Myanmar’s culture and history, 90% sought to sample Myanmar’s cuisine, and 83% expressed interest in visiting a protected area. Prior to visiting, the main source of information about Myanmar was the Internet (27%); 20% of visitors used guidebooks and 13% relied on word of mouth.

Table 4 summarizes aspects of the visitor experience that provided the highest and lowest levels of satisfaction. Percentages represent the proportion of respondents who offered positive feedback for each category. Visitors are most satisfied with the choice of available activities and the performance of tour guides, and least satisfied with value for money for accommodations. Other areas needing attention include cleanliness and availability of transport services, availability of tourism information, and service quality in hotels.

Table 4: Key Issues – Satisfaction with the Visitor Experience (%)

Most Satisfied Least Satisfied

Choice of different activities/things to do (76%) Value for money (accommodations) (34%)

Overall service (tour guides) (76%) Cleanliness of transport options (25%)

Availability of local/traditional cuisine (75%) Availability of information on destinations (22%)

Value for money (local food and beverage) (75%) Choice of transport options to destinations (21%)

Ease of access to cultural/historic attractions (74%) Value for money (tours/travel) (18%)

Overall service (tour operators) (72%) Overall service (hotels) (15%)

Source: Myanmar Tourism Master Plan Report (TA-8136).

Geographic Spread and Destination ProfileCurrently, international tourism is largely confined to a central band of Myanmar, with minimal visitation to the far north and south. Six flagship destinations (i.e., Yangon and Shwedagon Pagoda, Bagan, Inle Lake, Kyaikhto, Mandalay, and Ngapali Beach) receive the bulk of international arrivals (Table 5). In addition, Chaungtha and Ngwesaung are two popular beach destinations for expatriate and domestic markets. The high number of tourists who visit Chaungtha and Ngwesaung is noteworthy because the arduous (270 km) overland journey from Yangon takes around 6–7 hours. Upgrading the Chaungtha-Yangon road to an all-weather dual carriageway would reduce driving time to around 3 hours and catalyze considerable additional tourism growth and investment. For destinations shown in Table 3, the number of domestic tourists is likely to be significantly higher.11

Some of the challenges arising from this highly concentrated pattern of arrivals include demand for hotels outstripping supply during the high season, which has led to significant price increases and visitor dissatisfaction with value for money. Surging arrivals also overwhelm public services such as the collection and treatment of solid waste and wastewater. Negative environmental impacts are exacerbated by insufficient measures to protect and interpret heritage assets and the lack of coordinated stakeholder engagement in tourism planning. In this context, the development of integrated destination management plans for all flagship destinations is a priority.

11 Official visitor numbers were obtained from hotel and guesthouse registration; however many domestic tourists stay with family and friends when travelling. Data for Yangon assume all arrivals at Yangon International Airport. Estimates for Kyaikhto were based on entry tickets/visitor registration at the site.


Table 5: Domestic and International Visitors at Selected Destinations, 2012

Destination Domestic International TotalShare of international

arrivals (%) a

Bagan 49,627 162,984 212,611 27.5

Chaungtha 114,432 12,956 127,388 2.2

Inle 77,315 90,937 168,252 15.3

Kyaikhto 1,000,000 65,788 1,065,788 11.1

Mandalay 138,858 160,975 299,833 27.1

Ngapali … 25,614 25,614 4.3

Ngwesaung 19,298 25,746 45,044 4.3

Yangon … 559,610 559,610 94.3

… = data not available.a International arrivals by air only.Sources: Kyaikhto Board of Trustees; Myanmar Tourism Federation.

Myanmar also has a wealth of emerging tourism sites and destinations, including Putao, the Myeik Archipelago, Nagaland, Hakha, Nat Ma Taung, and Loikaw. GOM encourages development of these destinations to help spread the benefits of tourism and relieve pressure on established sites, but host communities first need substantial planning assistance and capacity building. This also applies to the development of niche products such as ecotourism, heritage and festival tourism, cruising, ballooning, volunteer tourism, and meditation tours. Market demand for specialized products suggests good potential; 14,653 visitors took a river cruise and more that 8,000 purchased balloon tours in 2012.

Institutional EnvironmentThe Ministry of Hotels and Tourism is GOM’s designated agency with a mandate to guide the development of tourism in Myanmar. Key objectives and functions are to: (i) implement systematic development of Myanmar’s tourism industry; (ii) encourage national and international investment in the tourism industry; (iii) develop opportunities for wide participation of private entrepreneurs in tourism; (iv) promote Myanmar as a world-renowned tourist destination; (v) determine hotel and tourism zones; (vi) coordinate with relevant government departments and organizations to form and define the functions of tourism and hotel supervisory bodies in states, regions, districts, and towns; (vii) upgrade quality, standards and technical skills of the tourism industry; (viii) create jobs and raise standards of living through tourism development; and, (ix) cooperate with ASEAN and other countries in tourism.

MOHT is the lead Ministry in charge of vetting investment in the accommodation and tour services subsectors, and sets out requirements for tourism enterprise registration and classification. MOHT also coordinates with relevant government departments and organizations to set licensing fees, duties, and taxes related to the hotel and tourism industry. Foreign investments must first be cleared by the Myanmar Investment Commission before the investor/promoter can sign a contract with respective government departments, government organizations, or a person/organization to establish the business.

As depicted in Figure 3, MOHT is led by a Union Minister and comprised of the Directorate of Hotels and Tourism (DHT) and Myanmar Hotels and Tourism Services (MHTS). DHT mainly handles policy making, planning, project management, and tourism regulation. MHTS undertakes business-related activities such as travel and tour operations, accommodation services (state-owned, joint ventures, and lease agreements), and the production and distribution of beverages.

Strategic Issues 13

Figure 3: Organizational Framework of the Ministry of Hotels and Tourism, Myanmar

DHT = Directorate of Hotels and Tourism; MHTS = Myanmar Hotels and Tourism Services. Source: Ministry of Hotels and Tourism, 2012.

MOHT trains and certifies about 150 tour guides per year at its Yangon training facility and conducts skills assessment through its regional offices. Consistent with FESR, MOHT is transforming itself into an agency concerned solely with planning and regulatory functions. MOHT currently employs 208 management officers and 1,135 administrative staff, including personnel in 14 regional and state offices.


GOM recognizes that a single ministry cannot manage all aspects of the tourism industry. In 2011, it formed the Committee on Smooth Entrance of Foreign Visitors to Myanmar to coordinate and deliver conditions conducive to tourism growth.12 Moreover, at least 25 Union Ministries have some sort of tourism-related role or responsibility, the extent of which varies considerably. Some agencies take a lead role in regulating and monitoring particular aspects of the tourism system; others perform advisory functions.

Table 6 identifies the various government agencies and their role in implementing the priority actions of the Myanmar Responsible Tourism Policy. This table illustrates the need for strong multisector coordination to ensure that tourism development in Myanmar proceeds in a systematic, orderly, and responsible manner. To allow the various agencies to effectively fulfill these roles, capacity building is required at many levels, particularly for government officials and private associations that will lead the implementation of the Master Plan.

12 The Committee has 29 members from 13 Ministries and representation from 6 states/regions.

Strategic Issues 15

Tabl

e 6:

Rol

es o

f Gov

ernm

ent A

genc

ies a

nd th

e M

yanm

ar T

ouris

m F

eder

ation

in S

elec

t Prio

rity

Actio

ns o

f the

Mya

nmar

Res

pons

ible

Tou

rism

Pol

icy

Lead

Rol

e

Advi

sory

Rol

e

Liai

son

Role

Prio

rity

Actio

ns

MOHT

MONPED

MOCUL

MOECF

MOAI

MOC

MOFR

MOIP

MOCON

MOFA

MOE

MOIN

MORA

MOT

MOCIT

MOHA

MOEP

MOCOP

MOBA

MOH

MOLESS

MOSWR

MOLF

MORT

MOST

UAGO

MTF

Ensu

re in

tegr

ated

tour

ism p

lann

ing.

Prom

ote

tour

ism in

vest

men

t pro

cess

es th

at e

mbr

ace

resp

onsib

le to

urism

dev

elop

men

t gui

delin

es.

Esta

blish

mor

e to

urism

and

hos

pita

lity

trai

ning

faci

lities

an

d pr

ogra

ms w

ith st

anda

rdize

d co

urse

s.

Esta

blish

tour

ist in

form

ation

cen

ters

and

pro

mot

e vi

sitor

safe

ty.

Inte

grat

e do

mes

tic to

urism

as a

n im

port

ant c

ompo

nent

of

the

tour

ism e

cono

my.

Colle

ct a

nd m

onito

r con

siste

nt a

nd ro

bust

tour

ism d

ata

and

stati

stics

.

Trai

n lo

cal g

uide

s in

resp

onsib

le to

urism

and

nat

ural

an

d cu

ltura

l her

itage

inte

rpre

tatio

n.

Ensu

re c

ontr

act c

ompl

ianc

e an

d fa

ir pr

icin

g fo

r tou

rism

se

rvic

es.

Esta

blish

a c

ompr

ehen

sive

natio

nal a

ccom

mod

ation

ra

ting

syst

em c

onsis

tent

with

ASE

AN st

anda

rds.

Enab

le a

nd su

ppor

t com

mun

ity b

ased

tour

ism a

ctivi

ties

that

ben

efit l

ocal

com

mun

ities

.

Prov

ide

tour

ism a

war

enes

s tra

inin

g to

loca

l co

mm

uniti

es a

nd in

crea

se lo

cal p

artic

ipati

on in

tour

ism

supp

ly c

hain

s.

Deve

lop

a co

de o

f con

duct

& d

o’s a

nd d

on’ts

gui

delin

es

for i

nter

natio

nal v

isito

rs.

Raise

aw

aren

ess a

nd p

reve

nt a

ll fo

rms o

f abu

se a

nd

expl

oita

tion

of c

hild

ren,

wom

en a

nd m

en.

Ensu

re th

e to

urism

sect

or m

anag

es th

e us

e of

ene

rgy

and

wat

er m

ore

effici

ently

.

MO

AI =

Min

istry

of A

gric

ultu

re &

Irrig

ation

; MO

BA =

Min

istry

of B

orde

r Affa

irs; M

OC

= M

inist

ry o

f Com

mer

ce; M

OCI

T =

Min

istry

of C

omm

unic

ation

s an

d In

form

ation

Tec

hnol

ogy;

MO

CON

= M

inist

ry o

f Con

stru

ction

; M

OCO

P =

Min

istry

of C

oope

rativ

es; M

OCU

L =

Min

istry

of C

ultu

re; M

OE

= M

inist

ry o

f Edu

catio

n; M

OEP

= M

inist

ry o

f Ele

ctric

Pow

er; M

OEC

F =

Min

istry

of E

nviro

nmen

tal C

onse

rvati

on a

nd F

ores

try;

MO

FR =

Min

istry

of

Fina

nce

and

Reve

nue;

MO

HA =

Min

istry

of H

ome

Affai

rs; M

OHT

= M

inist

ry o

f Hot

els a

nd To

urism

; MO

I = M

inist

ry o

f Ind

ustr

y; M

OIN

= M

inist

ry o

f Inf

orm

ation

; MO

IP =

Min

istry

of I

mm

igra

tion

and

Popu

latio

n; M

OLE

SS

= M

inist

ry o

f Lab

or, E

mpl

oym

ent a

nd S

ocia

l Sec

urity

; MO

NPE

D =

Min

istry

of N

ation

al P

lann

ing

and

Econ

omic

Dev

elop

men

t; M

ORA

= M

inist

ry o

f Rel

igio

us A

ffairs

; MO

RT =

Min

istry

of R

ail T

rans

port

; MO

ST =

Min

istry

of

Scie

nce

and

Tech

nolo

gy; M

OSW

RR =

Min

istry

of S

ocia

l Wel

fare

, Rel

ief a

nd R

esett

lem

ent;

MO

T =

Min

istry

of T

rans

port

; MTF

= M

yanm

ar To

urism

Fed

erati

on; U

AGO

= U

nion

Atto

rney

Gen

eral

’s O

ffice

. So

urce

: Ada

pted

from

the

Mya

nmar

Res

pons

ible

Tour

ism P

olic

y.


In 2012, Myanmar’s tourism businesses and associations formed the Myanmar Tourism Federation (MTF) (Table 7). An amalgamation of 10 associations and 1 committee, the stated mission of the MTF is to (i) promote Myanmar as a tourism destination; (ii) help in the process of sustainable tourism development; (iii) welcome and assist investors; and (iv) develop human resources for tourism-related industries. All except the Myanmar Hoteliers Association, Union of Myanmar Travel Association, and Myanmar Marketing Committee were newly formed in 2012 at the time MTF was established.

MTF is a welcome addition to Myanmar’s growing network of civil society organizations and is encouraged to voice private sector concerns. It requires assistance to provide industry knowledge and tools to promote responsible tourism, as well as strengthen its ability to manage and represent its full membership base. Although MTF plays a vital role in tourism marketing, its efforts are constrained by a lack of human and financial resources. Similarly, a shortage of resources has restrained MTF’s aspirations to improve its members’ environmental practices and develop tourism-related human resources.

Table 7: Members of the Myanmar Tourism Federation

Name Description

Myanmar Hoteliers Association 600 members; 11 chapters formed according to zone.

Union of Myanmar Travel Association 400 members mostly in Yangon.

Myanmar Hospitality Professionals Association 4 chapters have been formed.

Myanmar Restaurants Association 11 chapters formed according to zone.

Myanmar Tourism Transport Association 2 chapters formed in Yangon and Bagan; 9 other chapters to be formed according to zone.

Myanmar Souvenir Shops Association --

Myanmar Domestic Tour Operators Association 40 members mostly based in Yangon.

Myanmar Tourist Healthcare and General Services Association

5 members active in 4 zones.

Myanmar Tourist Guide Association 3,353 members; 4 chapters formed, 7 others to be formed according to zone.

Myanmar Tourism Human Resources Development Association

Members mostly based in Yangon; chapters formed in Yangon and Mandalay.

Myanmar Marketing Committee Yangon-based. Members mainly comprised of management of large hotels and the Union of Myanmar Travel Association.

Note: MTF organizes its membership base into 11 zones, which do not necessarily conform to state or regional boundaries. Source: Myanmar Tourism Federation.

Policy and Regulatory EnvironmentThe overarching legal directives for tourism in Myanmar are enshrined in the 1993 Myanmar Hotel and Tourism Law.13 The objectives of the Law are: (i) systematic development of the hotel and tourism industry; (ii) enable tourists to observe Myanmar cultural heritage and natural scenic beauty; (iii) prevent destruction and damage of cultural heritage and natural scenic beauty due to the hotel and tourism industry; (iv) contribute to international friendship and understanding through the hotel and tourism industry; (v) develop technical knowledge relating to the hotel and tourism industry and to

13 The State Law and Order Restoration Council Law No.14/93.

Strategic Issues 17

open up more employment opportunities; and, (vi) provide security and satisfaction for tourists. The Law defines the functions and duties of MOHT, provides guidance on procedures for tourism investment and licensing, and sets out prohibitions, penalties, and grievance redress procedures. Orders for the licensing of hotels and lodging houses, tour operations, tour guides, and tourist transport businesses were reviewed in 2011. Articles on the establishment of outbound tourism services for Myanmar citizens and guidelines on social and environmental safeguards have yet to be developed.

The recently approved Labor Organization Law14 and Settlement of Labor Dispute Law,15 as well as the draft Minimum Wage Law, safeguard the rights of tourism workers to organize and seek fair wages and safe working conditions. Other recently updated laws and policies highly relevant to tourism include the 2012 Foreign Investment Law16 and the 2012 Myanmar Responsible Tourism Policy.17

The 2012 Foreign Investment Law and its associated Notifications18 broadly promote foreign investment to provide financial and technical resources needed to fulfill national development objectives. Priority sectors include transportation, energy, finance, education, manufacturing, and service industries (e.g., tourism) that maximize job creation for Myanmar’s citizens. Foreign investment must be scrutinized by the Myanmar Investment Commission to ascertain compliance with the Law and verify financial credibility, economic justification of the enterprise, appropriateness of technology, and environmental safeguards. The Law and Notifications clarify permitted activities for foreign investors in the tourism sector, which activities require a joint venture, and provide details on regulations and procedures on applying for an investment license. Clarification on land use, transfer of shares, tax incentives, remittance of foreign exchange, and taking of security on land and buildings is also in the Notifications.

Myanmar’s Responsible Tourism Policy presents the national vision for tourism, nine aims and 58 action points that will guide implementation of the policy. The vision and aims are the foundations of the Master Plan and are elaborated in Section II of this document. A follow-up process is underway to develop and implement policy guidelines for engaging local communities in tourism, including minimum standards for community involvement.

Following the adoption of the above Laws and the Responsible Tourism Policy, there is a need to review the 1993 Myanmar Hotel and Tourism Law to determine where appropriate amendments are needed. Priority issues include a review and recommendations on how integrated resorts with gaming and casinos could better align with the vision and aims of the Responsible Tourism Policy and defining procedures to establish businesses that manage outbound tourism for Myanmar citizens wishing to travel abroad.

As a signatory to several international conventions and agreements,19 GOM is committed to enacting necessary legislation and regulatory measures to ensure that tourism-related projects conform to international standards and incorporate sound environmental and social safeguards.

14 Pyidaungsu Hluttaw Law No. 7/2011.15 Pyidaungsu Hluttaw Law No. 5/2012.16 Pyithu Hluttaw Law No. 21/2012.17 GOM. 2012. Ministry of Hotels and Tourism. Myanmar Responsible Tourism Policy and 2013 addendum Policy on Community

Involvement in Tourism. 18 Ministry of National Planning and Economic Development Notification No. 11/2013. Myanmar Investment Commission

Notification 1/2013.19 ASEAN Agreement on the Conservation of Nature and Natural Resources (1985); Vienna Convention for the Protection of the

Ozone Layer (1993); Convention on Biological Diversity (1994); United Nations Framework Convention on Climate Change (1994) and its Kyoto Protocol; Convention on International Trade in Endangered Species of Wild Fauna and Flora (1997).


Transportation InfrastructureGOM recognizes that its transportation infrastructure critically influences tourism development potential. Compared with other ASEAN countries, Myanmar’s transport sector is under-developed for a country of its size, population, and potential. Therefore, the Ministry of Transport (MOT) intends to prepare a transport master plan to: (i) harmonize future transport planning with the new State Constitution; (ii) integrate plans of different transport subsectors; (iii) pursue new opportunities to connect with other countries; (iv) promote domestic connectivity and multimodal transport networks; (v) promote greater private sector participation; and (vi) identify technical, financial, and human resources to implement the plan. At the same time, efforts are needed to ensure that tourism considerations are incorporated into comparative cost–benefit analyses when determining which transport projects should be given priority. 20

Roads

Myanmar currently has about 130,000 km of roads of all types (about 2 km of road per 1,000 people), of which less than 20% are paved to all-weather standards. In comparison, road density ASEAN-wide is more than five times higher. This shortfall has two consequences for tourism activity. First, road travel between destinations is time-consuming and some areas are essentially cut off from tourism due to inaccessibility. Second, road quality in and around destinations is inadequate, restricting visitor movement and activity.

Civil Aviation

Myanmar has a network of 41 airports, including three international airports that are capable of handling 747-class aircraft.21 In mid-2013 there are seven national airlines (i.e. Air Bagan, Air KBZ, Air Mandalay, Asian Wings, Golden Myanmar, Myanma Airways, and Yangon Airways) with 32,106 scheduled domestic departures. Air KBZ handles the largest number of scheduled domestic flights (31%), followed by Air Bagan (24%), Yangon Airways (23%), and Air Mandalay (21%). Collectively, Yangon, Mandalay, Heho, Bagan, and Thandwe airports handle 85% of all internal flights; however they are frequently overcrowded and require upgrading.

Myanmar is also served by 23 foreign carriers, accounting for about 80% of total capacity to and from the country. The main tourist gateway, Yangon International Airport, handles 94% of international air traffic. Table 8 shows the remarkable growth in scheduled international flights and inbound air-seat capacity. Eight new international carriers launched flights to Myanmar between 2012 and 2013, including three with direct flights to Mandalay. The majority of additional flights are into Yangon, with Southeast and Northeast Asia delivering 64.6% and 31% of the additional capacity, respectively. Average seat occupancy in 2012 was 73.1%, compared to 62.7% in 2011. To relieve congestion in Yangon, MTF recently began promoting tours that enter/exit the country via Nay Pyi Taw and Mandalay.

Consistent with GOM policy to liberalize air services and implement the ASEAN Open Sky Policy (Roadmap for Integration of the Air Travel Sector), the Department of Civil Aviation (DCA) is working to sign new carrier agreements. In anticipation of continued growth, DCA is also evaluating proposals to expand the operating capacity of Yangon International Airport, from about 3 million to 5.4 million passengers per year. At Nay Pyi Taw International Airport, annual operational capacity is 3.5 million passengers, but it currently receives only domestic flights and international charter services. Mandalay International Airport has an operating capacity of 3 million passengers; a private partner is being sought to manage the airport through a public–private partnership agreement. A fourth international airport is scheduled to open in 2016 at Hanthawaddy, 80 km from Yangon, with an operating capacity of at least

20 ADB. 2012. Myanmar: Transport Sector Initial Assessment. Manila.21 Myanmar has 41 airfields with ICAO/IATA codes. About 30 regularly receive commercial flights.

Strategic Issues 19

10 million passengers per year. Thus, by 2017, Myanmar’s international airports are expected to have a total operating capacity of at least 20 million passengers per year, which will be sufficient to meet expected demand.

Table 8: Scheduled International Inbound flights into Myanmar, 2009–2013

SASC = scheduled air-seat capacity; SF = scheduled flights; y/y = year-on-year growth.Sources: MOHT; PATA; SRS Analyzer.

Railways

Myanmar’s rail network covers about 3,500 km with routes connecting primary, secondary, and emerging tourist destinations. Although more expensive than travel by public bus, trains are affordable, but not commonly used by tourists because of frequent delays and long travel times. Railway modernization will help support a lower-carbon tourism economy and increase competitiveness by reducing freight costs.

Cruising

In 2012, Yangon received nine cruise liners carrying almost 3,000 passengers. The extent to which Myanmar can grow this market is currently limited by expensive port charges, laws that restrict vessel size, and lack of a deep water seaport that can receive the large ships that dominate the international cruise industry. Insufficient infrastructure, facilities, and service capacity also restrict the number of international yachts that visit Myanmar. A strategy for developing cruise tourism and yachting in Myanmar’s inland and coastal waterways is needed to assess the potential of these markets, guide infrastructure investment, and set out a program to build management capabilities.

Origin2009 2010 2011 2012 2013

SF SASC SF SASC SF SASC SF SASC SF SASC

Europe 0 0 0 0 0 0 8 2,152 15 4,035

Southeast Asia 3,256 555,958 4,745 792,482 5,990 1,013,971 6,816 1,159,527 8,997 1,591,815

Northeast Asia 832 78,652 1,448 125,473 1,393 135,462 1,733 206,804 2,763 424,671

South Asia 82 11,248 94 11,700 162 22,313 239 33,422 210 28,928

West Asia 0 0 0 0 0 0 76 8,360 263 28,930

Americas 54 2,592 0 0 0 0 0 0 0 0

Total 4,224 648,450 6,287 929,655 7,545 1,171,746 8,872 1,410,265 12,248 2,078,379

y/y (%) 48.8 43.4 20.0 26.0 17.6 20.4 38.1 47.4


Superstructure and ServicesAccommodations

Myanmar currently has 787 hotels, motels, and guesthouses with 28,291 rooms, spread across 48 locations. Eighteen have a four-star rating and five are rated five-star. The majority of accommodation stock is in Yangon, Nay Pyi Taw, and Mandalay (Table 9). Fifty-six new hotels are due to open in 2013, mostly in Nay Pyi Taw, to accommodate the 2013 Southeast Asian Games and Myanmar’s Chairmanship of ASEAN in 2014. The occupancy rate for larger four- and five-star hotels was around 80% in 2012, with smaller, lower standard establishments reporting lower rates. Although some five-star properties offer facilities and services comparable with the best hotels in the region, more needs to be done to improve standards at the middle and lower ends of the market. The Myanmar Hoteliers Association has requested a review of the current star-rating system, which was introduced in 2011, and its members have increased efforts to operate according to the ASEAN tourism standards.

Some hoteliers have responded to the high demand for accommodations with significant and frequently unannounced price increases, causing considerable frustration for tour operators and generating media reports of opportunism and poor value for money. To address the problem of supply, MOHT and MTF are jointly promoting the conversion of existing structures to hotels including restoration and adaptive use of Yangon’s exceptional heritage buildings and development of hotel investment zones. MTF established the Myanmar Tourism Development Company to accelerate development of designated zones in Yangon, Mandalay, and Bagan. Other bodies have been formed to coordinate development in Taunggyi, Chaungtha, Inle Lake, Rakhine, Mawlamyine, Bago, Ngwe Saung, and Nay Pyi Taw.

Table 9: Accommodation Establishments by Location

Location2012 2013a Share

(%)bNumber Rooms Number Rooms

Bagan 75 2,196 - - 6.7

Chaungtha 18 642 - - 2.0

Kalaw 24 475 - - 1.4

Kyaington 13 418 1 53 1.4

Kyaikhto 11 390 - - 1.2

Mandalay 79 3,374 1 - 10.3

Ngapali 17 619 1 22 2.0

Nay Pyi Taw 33 2,111 31 2,830 15.1

Ngwesaung 21 1,026 1 24 3.2

Nyaun Shwe (Inle) 42 1,134 13 705 5.6

Pyin Oo Lwin 35 706 - - 2.2

Yangon 204 8,915 5 628 29.1

Others 215 6,285 3 113 19.5

Total 787 28,291 56 4,473 100.0a In development. b Including development pipeline.Source: MOHT, 2012.

Strategic Issues 21

Restaurants and Retail

Myanmar’s flagship destinations offer a range of restaurant services to suit different tastes and budgets. In addition, retail outlets are common in all primary destinations and languages such as Chinese, English, and Thai are widely spoken by merchants. To meet the demands of cosmopolitan visitors, Myanmar needs interventions to improve quality and choice as well as health and hygiene standards. Another challenge is to increase the number of service providers that accept credit card payments and expand access to automated teller machines. As the volume of domestic and overland travel increases, Myanmar must also develop rest areas and tourist service centers along the major highways.

Health and Hygiene

The quality and availability of international-standard health services in Myanmar is limited. While access to clean water and sanitation is improving, there is still significant unmet demand, particularly in secondary towns and rural areas. Most tourist destinations lack sufficient infrastructure and services to collect and treat solid waste and wastewater, inhibiting investment in many tourism-related sectors. Although most hotels have septic tanks, environmental monitoring is inadequate and many hotels make their own arrangements to dispose of sludge and solid waste.

Access to Electricity

Despite its abundant energy resources, Myanmar has the lowest per capita electricity consumption in ASEAN. This is due to the low degree of electrification and lack of industrial development. The percentage of households with access to the electricity grid is currently about 26%; the highest electrification ratios are in Yangon (67%), Nay Pyi Taw (54%), Kayar (37%), and Mandalay (37%). In January 2012, electricity tariffs for domestic consumption (>30kW supplied at 33kV) was 75 kyat/kWh for domestic users and $0.12/kWh for foreigners.22 Frequent power outages require restaurants and accommodation establishments to operate their own generators. Extra costs are passed on to clients and contribute to making Myanmar less-price competitive than its neighbors.

Mobile Services and Information Technology

Mobile services, smart phone applications, and Internet technology influence the nature and pace of tourism development. Travelers use these technologies to access information about tourist destinations and instantly communicate their impressions on the quality of the visitor experience. With a mobile penetration rate of less than 10% and a very low number of people connected to broadband Internet (0.03%), Myanmar is one of the world’s least connected nations. Although telecom and Internet facilities are available for tourists in most urban areas and major towns, service standards are frequently low. The award of two 15-year telecommunications licenses to international companies in June 2013 is expected to increase the affordability and reliability of mobile and Internet services for both residents and visitors.

Tour Services

Myanmar has 1,026 licensed tour companies, including 17 joint ventures that have the capacity to arrange classic tours. However, most firms are unable to organize customized programs. Among 3,353 licensed tour guides, 2,058 speak English and several hundred speak Japanese, Thai, Chinese, French, and/or German. The peak season typically experiences a shortage of trained guides, especially those who speak English, Japanese, and the European languages. The availability of tourist vehicles is also limited during the peak season.

22 ADB. 2012. Energy Sector Initial Assessment. Manila.


Finance and InvestmentPublic and private investment in infrastructure and services is critically needed to support the expansion of Myanmar’s tourism industry. While GOM is increasing budget allocations to develop economic infrastructure (e.g., roads, power generation and distribution, telecommunications, sanitation, and water supply) in tourist destinations, Myanmar also needs significant levels of private finance. GOM is preparing a financial sector master plan to facilitate greater private access to loans, credit, and financial services, intended to help national investors overcome challenges to obtaining affordable finance for tourism and other projects. In the interim, GOM has liberalized the bank deposit and lending rates within a fixed corridor, lifted additional capital requirements for branch expansion, raised allowable loan ceilings, expanded eligible collateral, and eliminated the deposit-to-capital ratio requirement. Moreover, the Pyidaungsu Hluttaw passed a new microfinance law in 2011,23 and four new commercial banks were licensed in 2012.

Myanmar has a total of 36 foreign investments in hotels and commercial complexes valued at $1.41 billion. Thirty projects have been completed and six are in the development stage, including a 414-room, $300 million build-operate-transfer (BOT) project that was approved in December 2012. Once completed, these projects will add 1,559 rooms to Myanmar’s accommodation stock.

Since passage of the new Foreign Investment Law and its associated Notifications, several international hospitality chains have applied for an investment permit and more are welcome. Myanmar currently allows 100% foreign ownership of hotels rated at three or more stars. MOHT promotes hotel construction on government land through BOT arrangements, setting annual lease fees according to the size of the property or a percentage of revenue. For ecotourism and other specialized tourism activities, a special permit may be required.

Financial and technical support to help Myanmar meet the many challenges ahead is also sought from Myanmar’s development partners. The Nay Pyi Taw Accord for Effective Development Cooperation (January 2013) provides guidelines for development partner assistance to the tourism industry and other sectors.

Human ResourcesThe diversity of tourism activities is indicative of the range of knowledge, skills, and attributes needed by tourism workers and employees of tourism-related industries, professions, and government agencies. Given the low volume of tourists during the past three decades and past underinvestment in the education sector, Myanmar’s tourism workforce is now under significant strain to provide services that meet international expectations. Two key issues are (i) the extent to which the existing workforce can cope with the expansion of the tourism industry and (ii) the rate at which new entrants can be trained and advance to positions that demand more refined skill sets. Quality assurance, accreditation systems, and qualifications of academic staff also need to be improved.

GOM’s Thirty-Year Long-Term Education Development Plan (2001–2030) and the associated 5-year plans set out broad directions for improving access to and quality of post-primary education to meet the needs of society and the economy. In school-year 2011/12 about 96,000 students were enrolled in 42 post-secondary technical and vocational education and training (TVET) institutions under the Department of Technical and Vocational Education, Ministry of Science and Technology, the lead agency

23 Pyidaungsu Hluttaw Law No. 13. 2011.

Strategic Issues 23

for TVET.24 While data on the number of students enrolled in tourism-related training is unavailable, the high labor intensity of the tourism industry suggests that significant additional capacity is required. Conservative forecasts suggest that direct employment in the tourism industry will increase to 424,450 in 2015 and 536,056 in 2020; in a high growth scenario, direct tourism employment could reach as high as 1.49 million in 2020 (Table 10). Thus, there is a pressing need to develop and implement a comprehensive national plan for tourism human resource development.

Table 10: Estimated Direct Tourism Employment in Myanmar, 2012–2020

Subsector

Conservative High

2012 2015 2020 2015 2020

Accommodation 44,055 63,668 84,458 125,403 224,670

Food and beverage 146,850 212,225 281,528 418,009 748,901

Recreation and entertainment 29,370 42,445 56,306 83,602 149,780

Transportation services 58,740 84,890 112,611 167,204 299,560

Travel services 14,685 21,223 28,153 41,801 74,890

Total 293,700 424,450 563,056 836,018 1,497,801Sources: World Travel and Tourism Council; Myanmar Tourism Master Plan Report (TA-8136).

Key barriers that prevent access to tourism TVET include high direct and indirect costs, lack of facilities, and inadequate academic preparedness that begins in primary school. Language, cultural factors, and disabilities further inhibit access, especially for the poor. The Ministry of Education (MOE) is currently conducting a comprehensive education sector review to set priorities, targets, and sequenced action plans for priority sectors. Meanwhile, Myanmar’s tourism industry stakeholders have identified the following key issues: (i) ensuring that industry training matches the needs of the market place; (ii) increased understanding of what constitutes quality visitor experiences; (iii) imparting strategic, integrated, and critical thinking; (iv) instilling entrepreneurial skills, especially for operators/employees of micro-, small-, and medium-sized enterprises; (v) increasing the understanding of return on investment; (vi) enacting training and education standards with third-party certification; (vii) providing tools and capacity building skills to boost partnerships; (viii) mobilizing private resources; and, (ix) enhancing regional cooperation and preparedness for Myanmar’s integration with the ASEAN Economic Community.

MOHT and MOE jointly introduced Myanmar’s first 4-year bachelor degree program in tourism in December 2012. There is also a post-graduate Diploma in Tourism Studies Management (initiated in 2006) offered in Yangon and Mandalay. Additionally, a handful of private schools teach elements of the tourism system through short courses (e.g., ticketing, hospitality, sales, and industry background), and the Myanmar Hospitality Professionals Association has begun to offer its own courses, an important step that requires additional support. MOHT operates a training center that offers courses in (i) guide training (three months); (ii) tourism management, which provides basic industry knowledge (two months); and, (iii) ad-hoc short courses for tourism language training. Currently, primary or secondary schools do not conduct tourism-related subjects.

As recognized by the Myanmar Responsible Tourism Policy, it is important to empower and engage host communities in tourism skills training, planning, and management. In addition to formal education and training, NGOs can play an important role in facilitating the transfer of grassroots knowledge. Therefore, it is important that those involved in tourism acquire an understanding of the tourism system and the mechanisms for delivering programs that support sound planning and development processes.

24 ADB. 2011. Summary Sector Assessment. Post Primary Education, Myanmar. Manila.


Growth ScenariosStrong demand to visit Myanmar and current trends suggest that visitor arrivals will continue to rise sharply. Figure 4 presents visitor forecasts for conservative, mid-range, and high growth scenarios, drawing on regional experience in the GMS. These data include all land and air arrivals and assume steady 13% year-on-year growth for the conservative scenario; 20% annual growth from 2013–2015, moderating to 15% from 2016 onward for the mid-range scenario; and 40%–45% annual growth from 2013–2015, moderating to 20% from 2016 to 2020, for the high-growth scenario.

Figure 4: Visitor Forecasts, 2013–2020

Sources: Asian Development Bank estimates; Ministry of Hotels and Tourism.

As shown in Table 11, growth in visitor spending is forecast to rise from an average of $135 per day in 2012 to $150 in 2015 and $170 by 2020. It is assumed that average length of stay (all markets) will increase from the current seven days to eight days as more facilities and services are developed. Based on these assumptions, under a conservative growth scenario tourism receipts are forecast to increase to $1.83 billion in 2015 and $3.82 billion in 2020. Under the high growth scenario, annual tourism receipts in 2020 would exceed $10.0 billion.

Table 11: Projected Arrivals and Spending, 2015–2020

Growth ScenarioConservative Mid-range High

2015 2020 2015 2020 2015 2020

International arrivals 1,528,020 2,815,279 1,829,943 3,680,669 3,009,663 7,489,006

Average daily spend ($) 150.00 170.00 150.00 170.00 150.00 170.00

Average length of stay (days) 8.00 8.00 8.00 8.00 8.00 8.00

Total visitor spend ($ billion) 1.83 3.82 2.19 5.00 3.61 10.18

Note: Baseline average daily spend is $135 per day in 2012. Sources: Ministry of Hotels and Tourism; Asian Development Bank estimates.

Strategic Issues 25

Strengths, Opportunities, Constraints, and RisksBefore presenting the vision, principles, and strategic programs that will guide responsible tourism development in Myanmar, this section summarizes the strengths and opportunities for Myanmar’s tourism industry to build on, constraints to overcome, and risks to manage (Table 12).

Table 12: Strengths, Constraints, Opportunities, and RisksStrengths

• Tourism is a national priority.• Rapidly increasing visitor arrivals.•Outstanding historic, natural, and cultural

heritage.• Renowned friendliness of Myanmar’s people.•New destination with extensive international

media exposure.• Commitment to effective and efficient

Government.

Constraints

• Lack of trained human resources.• Insufficient public services,

infrastructure, and financial systems.•Weak regulatory environment.• Insufficient coordination among and

between the public and private sectors.• Lack of accurate tourism information.

Opportunities

• Strategic location between the People’s Republic of China and India.

• Robust market demand.• Increase foreign direct investment and public

revenue.• Deepen regional cooperation.• Job creation.• Technology transfer.• Intercultural exchange with international

visitors.

Risks

• Visitor’s perception of poor value for money.

•Negative economic, social, and environmental impacts.

• Speed of economic reform and liberalization.

• Inappropriate metrics used to measure tourism performance.

• Global economic instability and climate change.

•Natural disasters.


GOM confirms that tourism development is a national priority, and is contributing to economic growth and poverty reduction, accelerating national reconciliation and the democratization process, and other priorities outlined in the FESR. Tourism provides markets for locally produced agricultural products, contributes to rural development, and can help spread social and economic benefits to all regions and states. Together with rising foreign and domestic investment, increased levels of visitor arrivals and spending are creating jobs for men and women that are consistent with their needs and capabilities, promoting technology transfer, and fostering friendship and intercultural understanding between Myanmar and the world. Moreover, investment and enterprise creation is generating significant public revenue from taxes and fees, which can be used to conserve and protect the country’s precious heritage, support environmental conservation, and provide resources for public spending directed at poverty reduction. Formation of the Myanmar Tourism Federation and the interest of civil society in improving tourism planning and management are welcome and consistent with GOM’s emphasis on people-centered development. As an international industry that requires close cooperation with neighboring countries to reach its full potential, tourism is a key driver of economic integration in ASEAN. The Master Plan reflects GOM’s commitments to ASEAN and other regional cooperation programs.


At the same time, there are constraints and risks that require focused attention to ensure that tourism is developed responsibly, helps to catalyze broad-based economic development and creates spillover benefits in other economic sectors. To overcome and effectively manage these constraints and risks, GOM will continue to support investment in people and infrastructure to allow the country to maximize its benefits from tourism and minimize negative impacts. GOM will strengthen measures to prevent, respond to, and recover from natural disasters, for the benefit of all of Myanmar’s people, and to build confidence among visitors and investors. In its efforts to promote a lower-carbon tourism economy, GOM will work to mitigate the effects of climate change and use tourism as a tool to enhance the management of protected areas. To support effective policy making for tourism and related sectors, GOM will continuously improve its tourism information system, including the timely and accurate collection, analysis, and dissemination of statistics and economic analysis. Although the speed and depth of economic and political reform may carry risks, GOM will work to address these risks by constantly improving good governance through transparency, open access to information, public participation and consultation, controlling corruption and upholding the rule of law.

Strategic Issues 27

The Way Forward 29

This section of the Master Plan describes Myanmar’s vision for tourism, guiding principles, and strategic programs that will guide responsible development of the industry. These programs align with the 2012–2015 policy priorities of the Framework for Economic and Social Reforms and the parameters of the National Comprehensive Development Plan. The goal of the Master Plan is to maximize tourism’s contribution to national employment and income generation, and ensure that the social and economic benefits of tourism are equitably distributed. Here, the actions needed to achieve “quick wins” are described together with key objectives for strengthening the institutional environment, developing human resources, strengthening tourism destination management, enhancing linkages between tourism and other sectors of the economy, improving connectivity and tourism-related infrastructure, and building the brand of Tourism Myanmar.

Vision StatementThe Master Plan adopts the vision set out in Myanmar’s Responsible Tourism Policy. Developed through an extensive consultative process and with broad support from national stakeholders, the Government of Myanmar (GOM) approved this vision in June 2012. It conveys the long-term goal for the tourism industry and underscores GOM’s commitment to develop a responsible tourism industry. The Myanmar Tourism Vision states that

“We intend to use tourism to make Myanmar a better place to live in – to provide more employment and greater business opportunities for all our people, to contribute to

the conservation of our natural and cultural heritage and to share with us our rich cultural diversity. We warmly welcome those who appreciate and

enjoy our heritage, our way of life, and who travel with respect.”

Guiding PrinciplesTo carry this vision forward, the Master Plan has adopted the nine aims of the Responsible Tourism Policy as guiding principles. These principles seek to

• develop tourism as a national priority sector;• promote broad-based local social and economic development;• maintain cultural diversity and authenticity;• conserve and enhance Myanmar’s protected areas and natural environment;• compete on product richness, diversity, and quality;• ensure the health, safety, and security of visitors;• strengthen institutional capacity to manage tourism;• develop a well-trained and rewarded workforce; and,• minimize unethical practices.

II. The Way Forward


To develop Myanmar as a year-round destination with a geographically spread product base, GOM will focus on promoting industry practices that align with the Responsible Tourism Policy and expand the availability of quality tourism products and services. Table 13 provides an overview of products and destinations prioritized for immediate development, to be expanded based on market research and the readiness of additional destinations. The extent to which specialist or niche market products (e.g., adventure tourism; community-based tourism; volunteer tourism; cruise tourism; meditation; and meeting, incentive, conference, and exhibition [MICE] tourism) are developed will depend on (i) market interest, (ii) the articulation of coherent strategies for these niche markets, and (iii) linkages and partnerships between outbound and inbound tour operators and other enterprises in the tourism system. In particular, GOM will promote partnerships between international tourism enterprises with a proven track record of supporting responsible tourism and locally established inbound tour operators, accommodation providers, and other tourism-related services.

Table 13: Tourism Products and Destinations for DevelopmentProducts Types Destinations

Cultural and creative tourism

Sightseeing, cultural tours, festivals, heritage tours, pilgrimages, culinary tours,

handicrafts, and meditation courses

Kyaington, Pyin Oo Lwin, Hsipaw, Mrauk U, Hpa-an, Hakha, Nat Ma Tuang, and

Loikaw

Nature-based activitiesVisits to protected areas, sites of natural

beauty, and beach tourism

Inle, Bagan, Ngapali, and emerging destinations (Ngwesaung, Chaungtha,

Kyaington, Kawthaung, and Myeik Archipelago)

Adventure and experiential tourism

Ballooning, cycling, motorbike tours, kayaking and rafting, caravans, walking and

trekking, volunteer tourism, community- based tourism, and professional

development initiatives

Inle, Bagan, and emerging destinations (Kyaington, Pyin Oo Lwin, Hakha, Nat Ma Taung, Putao, Loikaw, and Myeik

Archipelago)

Cruise tourism and yachting

River and ocean cruisesYangon, Bagan-Mandalay, Ayeyawady,

and emerging destinations (Kawthaung)

MICE tourismMeetings, incentive, conferences, and

exhibitionsNay Pyi Taw, Yangon, Mandalay, and

Ngapali

Sources: Ministry of Hotels and Tourism; Myanmar Tourism Federation.

In terms of growing the visitor market, Myanmar welcomes tourists from around the world and will continue to review its visa policy to facilitate smooth and efficient access to the country. In the interest of responsible and sustainable tourism, Myanmar will closely monitor expansion of the sector and encourage forms of quality tourism that are consistent with national, state, and regional development objectives. Value and yield will take precedence over simply increasing the volume of annual visitors. Hence, GOM will emphasize achieving a balance between the need to ensure the well-being of host communities and protection of Myanmar’s natural and cultural heritage, and the need to boost the contribution of tourism to foreign exchange earnings and GDP growth.

To help ensure that increasing tourism’s value and yield takes precedent over only increasing the volume of annual visitors, national and destination specific indicators will be progressively developed to guide tourism-related policies and management practices. Mechanisms to effectively manage public revenue from visitor fees and other charges at the destination and site levels will be introduced to support implementation of the Master Plan, help finance the protection of Myanmar’s tourism resources, and where necessary, moderate visitor growth in sites experiencing excessive development pressures. Based on experience gained during implementation of the Master Plan and in consultation with civil society and other public and private stakeholders, the Ministry of Hotels and Tourism (MOHT), the Myanmar Tourism Federation (MTF), and state and regional governments will further define the nature and extent of tourism activity that best suits the needs of the country.

The Way Forward 31

Strategic ProgramsFigure 5 summarizes the strategic programs and key objectives of the Master Plan. While each program and set of objectives is presented as a separate pillar, they are interconnected and must be viewed as an integrated set of actions that require strong coordination in their timing and implementation. Combined with support from private operators, civil society, and development partners, robust and sustained political commitment at all levels of government will provide a foundation for the successful implementation of the plan.

Figure 5: Myanmar Tourism Master Plan: Strategic Programs and Key Objectives

Sources: Myanmar Tourism Master Plan Report (TA-8136); Myanmar Responsible Tourism Policy.

Key objectives positioned under each strategic program represent the “best fit” for institutional arrangements and are organized to produce a coordinated response to the many challenges ahead. It is emphasized that no one strategic program is more important than another: they are interrelated and have equal importance. Similarly, implementation of the Master Plan will mainstream seven cross-cutting themes:

We intend to use tourism to make Myanmar a better place to live in - to provide more employment and greater business opportunities for all our people, to contribute to the conservation of our natural and cultural heritage and to share with us our rich cultural diversity.

We warmly welcome those who appreciate and enjoy our heritage, our way of life, and who travel with respect.

Develop tourism as a national priority sector.Maintain cultural diversity and authenticity.Enable the sector to compete on product richness, diversity and quality.Strengthen the country’s institutional system to plan and manage tourism.Minimize unethical practices.

Promote broad-based local socio-economic development.Conserve and enhance Myanmar’s protected areas and natural environment.Ensure the health, safety and security of our visitors.Promote a well trained and rewarded workforce.

1. Strengthenthe Institutional

Environment

1.1 Establish a TourismExecutive Coordination

Board chaired at theVice President Level

2.1 Design a humanresources development

and capacity buildingstrategy

3.1 Develop innovative,integrated and participatory

approaches to destinationplanning and management

4.1 Design tourism product development

strategies

5.1 Promotecomplementary expansion of the

aviation and tourismindustries

6.1 Determine thesupply, demand, andgap characteristics ofMyanmar’s travel and

tourism system

2.2 Establish programsand action plans to

implement the nationalHRD policy

3.2 Strengthen tourism-related social and

environmental safeguards

4.2 Develop anecotourism

management strategyfor protected areas

5.2 Ensure tourism isincluded as a key

element of the nationaltransportation strategy

6.2 Create a strategicmarketing map for

Myanmar

2.3 Develop a multi-stakeholder frameworkand policies to improve

service quality

1.2 Develop a tourismplanning framework to

support the TourismExecutive Coordination

Board

1.3 Strengthen tourisminformation systems

and metrics

3.3 Improve zoning intourism destinations

4.3 Strengthen tourism-related supply chains 5.3 Improve tourism-

related infrastructure topromote balanced and

inclusive growth

6.3 Raise internalawareness of

responsible tourism

1.4 Develop systemsto promote visitor

safety and consumerprotection

3.4 Develop adaptationframeworks and

strategies on tourism and climate change

5.4 Progressively easebarriers to visitor entry

and internal travel

6.4 Effectively managethe image, position, and brand of the destinationin the collective mind of

the internationalmarketplace1.5 Strengthen

tourism’s legal andregulatory environment

3.5 Promote innovative and green technologies in

tourism

3.6 Strengthen community

involvement in tourism

2. Build HumanResource Capacity

and PromoteService Quality

3. StrengthenSafeguards and Procedures for

Destination Planning and Management

5. ImproveConnectivity and Tourism-relatedInfrastructure

6. Build theImage, Position,

and Brand ofTourism Myanmar

4. DevelopQuality Products

and Services

VISION

GUIDING PRINCIPLES

STRATEGIC PROGRAMS


Gender equity. All tourism policies and development planning will include gender analysis. Men and women will have equal access to economic opportunities, skills training, employment, resources, and decision-making.

Environmental sustainability. All tourism-related policies and plans will embrace safeguards and procedures to facilitate sound environmental practices.

Partnerships. Partnerships between the public and private sectors, development partners, and civil society will be encouraged to address development issues, facilitate investment, and build synergies at all levels.

Innovative financing. Mechanisms such as public–private partnerships, micro-contributions, and appropriate taxes and user fees will be promoted to secure the widest possible funding base to support the implementation of the Master Plan.

Regional cooperation. Enhanced regional cooperation in tourism and related sectors will be pursued to exchange knowledge and lessons on good practice, ensure consistency in tourism standards and visa policies, harmonize the collection and reporting of tourism statistics, jointly promote Myanmar with other destinations of the Association of Southeast Asian Nations (ASEAN) and the Greater Mekong Subregion (GMS), and raise the efficiency of tourism-related infrastructure investments.

Ensure access for disabled people. Ensure that people with disabilities are equally able to participate in vocational and professional opportunities in tourism as well as in the recreational opportunities that tourism provides.

Consultation and participation. Steps will be taken to ensure prior and informed consultations are made with relevant stakeholders, as well as the provision of timely and accurate disclosure of information, to promote gender and ethnic inclusiveness, and enable the incorporation of stakeholder views into decision-making processes.

The following sections describe the priority issues addressed by each strategic program, and Appendix 1 provides further details on the implementation of each key objective. The framework also suggests indicative time frames for implementation, stakeholders to be engaged (with the lead agency highlighted in bold) and a set of performance indicators. Activities for immediate implementation are set out in the short-term action plan covering 2013–2015 (Appendix 2).

It is recognized that Myanmar’s development partners can play important supportive roles in the successful implementation of the Master Plan. Activities in Appendix 1 with the symbol (§) appearing in the column that identifies lead stakeholders distinguish activities that are prioritized for technical assistance and other forms of development partner support.

Strategic Program 1: Strengthen the Institutional Environment

International tourism is a dynamic and complex industry, due in part to the diverse activities of niche markets, rapid introduction of new technologies, and the wide range of stakeholders engaged in its policy and institutional environment. Together with ongoing structural changes to political and economic systems and the progressive opening of Myanmar to foreign investment, these issues present numerous challenges for effective coordination.

These challenges are made more complex by the surging number of visitors, introduction of online visa systems, promulgation of the new Foreign Investment Law, and the need to effectively implement Myanmar’s Responsible Tourism Policy. In this context, Myanmar needs a wide range of measures to strengthen its institutional environment, ensure effective coordination of tourism planning and development, and achieve wider development goals. Five key objectives aim to strengthen tourism planning and management practices.

The Way Forward 33

Key Objective 1.1: Establish a Tourism Executive Coordination Board Chaired at the Vice President Level

A Tourism Executive Coordination Board will be formed and chaired at the vice-president level to provide policy guidance, enhance the enabling environment for tourism, and ensure effective development partner coordination in the tourism sector. The Board will be comprised of ministers/vice ministers representing Hotels and Tourism, Finance and Revenue, Planning and Economic Development, Foreign Affairs, Home Affairs, Environmental Conservation and Forestry, Transport, Construction, Health, Education, Culture, Telecommunications, Information, and others deemed appropriate. Other Board members will include high-level representatives from each state and region as well as MTF executives. The Board will recommend and oversee the formation and work of a series of committees and agencies that assume responsibility for specific agendas such as improving tourism information systems, marketing and promotion, visa policy, human resource development, infrastructure, and ecotourism. To advise the Board in its strategic decision-making an advisory panel with representation of international organizations with expertise in tourism (e.g., the United Nations World Tourism Organization [UNWTO], the World Travel and Tourism Council [WTTC], the Global Sustainable Tourism Council [GSTC], the Pacific Asia Travel Association [PATA], and the Asian Development Bank [ADB]) will be established. This action will also enhance coordination with and among development partners.

Key Objective 1.2: Develop a Tourism Planning Framework to Support the Tourism Executive Coordination Board

GOM recognizes that tourism planning occurs at various geographic levels, from overall national policy planning to regional and local planning, and planning for individual tourist attractions. As each level of tourism planning deals with different levels of complexity, information, type of analysis, and stakeholder involvement, planning models appropriate for these various levels will be adopted.

The initial focus will (i) establish tourism focal points or offices in tourism-related ministries and departments; (ii) establish and strengthen tourism planning committees and destination management organizations (DMOs) in states and regions; and (iii) implement programs to strengthen the capacity of MTF’s regional chapters. Recognizing the need to develop the skills and capabilities of public and private stakeholders nationally and in the states and regions, initial efforts will emphasize capacity building, including skills and knowledge audits and tailor-made interventions to support state, regional, and destination tourism committees and regional chapters of MTF associations. For private operators, capacity building will focus on building inclusive business associations, improving understanding of responsible tourism practices, and developing business-to-business linkages with outbound clients and operators from key source markets.

Key Objective 1.3: Strengthen Tourism Information Systems and Metrics

Tourism information systems and metrics will be strengthened to address the need to generate timely and accurate market intelligence and produce regular reports on tourism performance to inform policy making. It is recommended that a Tourism Technical Authority (TTA) take the lead in identifying metrics and processes for performance monitoring at the national, state, and regional levels. The TTA will also track indicators (e.g., international and domestic visitor spending, the contribution of tourism to GDP, and tourism investment and employment) and information on associated impacts. Strengthening the analytic capacity for tourism value chain analysis will support programs that enhance linkages between tourism and other areas of the economy. Market intelligence will be disseminated for use by all stakeholders, especially the private sector. Information and reports generated through activities of the TTA will be used to monitor implementation of the Master Plan.

Key Objective 1.4: Develop Systems to Promote Visitor Safety and Consumer Protection

GOM and private agencies will develop systems and protocols to effectively manage and recover from emergency situations (e.g., earthquakes, typhoons, communicable disease outbreaks, or life threatening

Aung Thu

Highlight


injuries). MOHT will lead participatory processes to develop a national policy on codes of conduct to promote visitor safety and consumer satisfaction, with a view to progressively integrate tourism services into national laws on consumer protection. To enhance visitor safety, GOM will establish tourist police departments in each of the main tourist destinations. Collectively, these processes are part a wider effort to strengthen the “customer care” side of the tourism regulatory environment.

Key Objective 1.5: Strengthen Tourism’s Legal and Regulatory Environment

Measures to strengthen the legal and regulatory environment for tourism will emphasize creation of an environment that enables growth and investment in responsible tourism. To generate funds for responsible tourism management at the destination level, GOM will strengthen systems to collect and manage tourist user fees and taxes. To accelerate the expansion of local employment, GOM will streamline licensing procedures for tour guides, accommodations, restaurants, and other tourism-related enterprises, thus promoting greater entrepreneurial activity. GOM will also initiate a review of the Tourism Law to address legal and regulatory concerns (e.g., tourism-related investment projects, domestic tourism, outbound travel for citizens of Myanmar, gaming, and labor). Finally, GOM will develop safeguards that are consistent with international labor standards and demonstrate sensitivity to the needs of women and people with disabilities.

Strategic Program 2: Build Human Resource Capacity and Promote Service Quality

Over the last decade, Myanmar has established a relatively small international tourism industry that has been successfully managed by a public and private workforce with capable skill sets. The industry is now experiencing substantial growth. Conditions suggest that this trend will continue, underscoring the need to build the capacity of the tourism workforce and sustainably manage growth in ways that are consistent with Myanmar’s Responsible Tourism Policy. Moreover, the strategic programs of the Master Plan can be carried forward only to the extent that the tourism workforce has the human resource capacity to implement the prescribed activities.

In this context, GOM will ensure that the country has the necessary capacities to deliver quality visitor experiences and, at the same time, protect and enhance important natural, social, economic, and cultural resources. Short-term programs will be put into place to fill immediate gaps and long-term programs developed in line with industry needs. In accordance with this process, activities to build capacity are aligned around three key objectives:

Key Objective 2.1: Design a Human Resources Development and Capacity Building Strategy

Development of the strategy will begin with an overall skills audit and comprehensive needs assessment at multiple industry levels. Results of the skills audit and needs assessment will help identify priority areas for intervention; define key target groups, including the poor and disadvantaged; and the means for effectively delivering needed knowledge, skills, and competencies. The nature of the training needs assessment is crucial and will include (i) an overall assessment of the training and educational landscape, specifically within tourism, including both hardware and software; (ii) an understanding of the position of the many and varied stakeholder groups, both present and future, based on growth projections (i.e., required skill sets, number of positions, location within the country, etc.), which shall take the form of a gap analysis; (iii) identification of areas of greatest need to meet urgent Government and industry objectives; (iv) a method for targeting the most needy groups; (v) the means to best deliver innovative and creative learning; and, (vi) monitoring indicators and related metrics to ensure effectiveness and relevance.

Simultaneously with the needs assessment, MOHT will establish an Education and Training Department (ETD). Working closely with the Ministry of Education (MOE), the ETD will (i) oversee the design and delivery of the human resource development (HRD) strategy for the tourism industry; and (ii) undertake research to determine how scarce financial resources can best be deployed using models that allow

The Way Forward 35

for education and training to be delivered in the short-, medium- and long-term. The tourism HRD strategy will recognize that all stakeholders, including public officials, private operators, NGOs, social enterprises, and, most importantly, local communities and the poor, need access to knowledge, education, training, and capacity building. Consistent with the Master Plan’s cross-cutting theme of equal access for disabled people, the strategy will also identify skills empowerment opportunities for disadvantaged segments of the population.

The tourism HRD strategy will determine the location of training institutes and programs, the content of education and training programs, the types of new degrees and programs, and the development of certification, oversight, and quality control mechanisms. Innovative and creative learning approaches will be mainstreamed into strategic programs and priority areas for action.

Improved standards for all levels of education and training will underpin the delivery of quality services. As new programs are developed and existing programs revamped, all related tasks will be carried out within a national accreditation and standards process that is aligned with international standards, and overseen by a National Tourism Professionals Board and Tourism Professionals Certification Board. Implementation of ASEAN initiatives (e.g., the Mutual Recognition Arrangement [ASEAN-MRA] and partnerships with agencies from the wider international arena, including universities specializing in tourism HRD) will be leveraged to carry the accreditation and certification agenda forward.

Key Objective 2.2: Establish Programs and Action Plans to Implement the National HRD Strategy

Figure 6 illustrates the key elements of the tourism HRD strategy, which emphasizes the need for complementary investments in “hardware” and “software,” collaboration between the public and private sector, and sharing of resources. Due to the lack of local opportunities, unaffordability, and inability to spend extended time away from family and work, many people are presently unable to access tourism education and training. Consequently, the tourism HRD strategy will promote distance learning and online education,25 supported by Government efforts to rapidly expand access to electricity and the Internet. GOM will also review and promote open online courses to keep pace with the shifting evolution of higher education.

Figure 6: Key Elements of the Tourism Human Resource Development Strategy

25 Course Management Systems, Learning Management Systems, Virtual Learning Environment, Videos, CD-ROMs/DVDs, computer videoconferencing, web-based education, Internet chat, email, podcasting, streaming video and audio.



Additional actions to expand access to quality tourism education and training, particularly for low-income groups, women, youth, and ethnic groups, include the creation of (i) mobile training units and traveling teams of expert trainers to help address the acute shortage of trained tourism and hospitality workers; (ii) the introduction of tourism courses in secondary school; and (iii) partnerships with international universities and other institutions.

Key Objective 2.3: Develop a Multi-Stakeholder Framework and Policies to Improve Service Quality

As competition within the global tourism industry increases, the defining factor influencing buying decisions is often based on the quality of service that is promised and delivered. Although service quality is often seen as a human interaction between employee and guest, it is more a product of significant back-of-house activities and wider processes that embrace motivation, human resource development and management, training levels, the nature of supervision, information technology, design, and innovative processes. All of these elements underpin the visitor experiences. The advent of social media adds new significance to the need for quality service because visitors can now share both good and negative experiences quickly and on a global scale.

The Master Plan emphasizes the need to improve service standards through design and planning processes that embrace talent management, finance, information technology, supply chain management, quality control, customer relations management, and operations. Given the need to improve service levels, initiatives embraced in this key objective include setting service standards that are harmonized with international/regional standards and linking with ASEAN partners to develop training programs, refine standards, and produce materials to support implementation.

Strategic Program 3: Strengthen Safeguards and Procedures for Destination Planning and Management

Many of Myanmar’s heritage destinations face challenges in terms of managing the negative impacts of rapid tourism growth due to the lack of human and financial resources needed to apply appropriate social and environmental safeguards. At the same time, many interesting sites with good tourism potential cannot attract a sufficient number of visitors, due to inaccessibility, low market awareness, insufficient investment, and a lack of tourism planning expertise. To attract more tourists, increase the value of Myanmar’s tourism industry, and avoid potentially negative impacts, the Master Plan promotes first-rate destination planning. For heritage destinations, the goal of such planning is to promote conservation through development and ensure that regulations and management systems keep pace with changing site conditions. Similarly, to remain competitive in the global marketplace, the Master Plan adopts the World Economic Forum’s recommendations to advocate destination planning that embraces climate change issues and places a strong focus on green jobs and green growth to reduce carbon emissions.26

A good example of Myanmar’s nascent efforts to promote integrated destination planning and management can be found at Inle Lake. Here, the MOECF and its development partners have prepared the Inlay Lake Conservation Project: A Plan for the Future. The plan proposes tourism as a vehicle to (i) increase local income and employment, (ii) alleviate environmental pressures from unsustainable forms of commercial agriculture, and (iii) use tourism as an effective tool for conserving this unique but threatened cultural landscape.27

26 G. Lipman, T. De Lacey, and P. Whitelaw. 2013. Competitiveness, Jobs and Green Growth: A Local Model. In The Travel and Tourism Competitive Report 2013: Reducing Barriers to Economic Growth and Job Creation. Geneva.

27 Inlay Lake Conservation Project a Plan for the Future prioritizes the development of a tourism management plan. See Institute of International Development (2012). Inlay Lake: a Plan for the Future. Inlay Lake Conservation Project. August 2012. Yangon.

The Way Forward 37

Key Objective 3.1: Develop Innovative and Integrated Approaches to Destination Planning and Management

Activities under this objective will draw on international good practice28 to strengthen the capacity of national, state, and regional tourism planners to prepare integrated destination management plans that are appropriate for the local context and which embrace the issues shown in Figure 7. While plans will eventually be prepared for all of the main and secondary destinations, Bagan, Inle, Kyaikhto, and the main domestic beach destinations have been prioritized for immediate action because they face the greatest challenges from rapid tourism growth. Thematic interpretation plans will be developed alongside destination management plans to enhance the visitor experience and promote the involvement of local people in heritage protection.

Figure 7: Planning Considerations for Tourism Destination Management

HR = human resources. Source: The College of Innovation, Thammasat University.

Key Objective 3.2: Strengthen Tourism-related Social and Environmental Safeguards

To ensure that tourism planning is consistent with the aims and objectives of Myanmar’s Responsible Tourism Policy, the Master Plan includes several activities to strengthen tourism-related social and environmental safeguards, including a review of social (involuntary resettlement and indigenous peoples) and environmental safeguard policies and capacity building to support effective implementation, monitoring, and enforcement. The Master Plan supports corporate social responsibility and partnerships between government, civil society, the private sector, and local communities to promote the protection of natural and cultural assets. In accordance with national prevention policies, GOM will promote collaboration between MOHT and other internal and external agencies to combat all forms of sex tourism and human trafficking and also support training on prevention and detection methods for the newly established tourist police force. The safeguards review will help improve national requirements for environmental impact assessment (EIA) and social impact assessment (SIA) of tourism-related projects. Specifically, MOHT will work with other government ministries to develop processes and guidelines that clarify SIA and EIA requirements

28 UNWTO. 2007. A Practical Guide to Tourism Destination Management. Madrid. UNESCO World Heritage Center. 2007. Managing Tourism at World Heritage Sites. A Practical Guide for World Heritage Site

Managers. Paris.


for tourism infrastructure projects and establish minimum social and environmental standards for tourism enterprises. Safeguards for indigenous people will follow international good practice to (i) ensure that the planning and implementation of tourism projects promote full respect for ethnic identity, dignity, human rights, livelihood systems, and cultural uniqueness; (ii) ensure that ethnic groups receive culturally appropriate social and economic benefits; (iii) ensure that such groups do not suffer from adverse impacts; and (iv) enable local people’s active participation in projects which affect them. When physical displacement associated with tourism-related projects cannot be avoided, displaced persons will receive full legal assurance that their livelihoods will be improved or at least restored to pre-project levels.

Key Objective 3.3: Improve Zoning In Tourism Destinations

All tourism infrastructure projects will seek to avoid or at least minimize negative impacts on the physical environment and respect the cultural landscape. The planning process will include mapping and zoning of sites and destinations to ensure that the protection of key habitats and natural and cultural assets remain a priority. Zoning regulations will allocate land for infrastructure and commercial activities, including hotel construction. Participatory processes will underpin this approach and ensure developments are aligned with the Responsible Tourism Policy and comply with EIA and SIA standards and safeguards. Activities include a status review of hotel zones. Capacity building programs for destination managers are central to the success of zoning and to enhance stakeholder understanding of planning concepts and processes.

Key Objective 3.4: Develop Adaptation Frameworks and Strategies on Tourism and Climate Change

Adaptation frameworks and strategies for tourism and climate change will reduce the carbon footprint of tourist destinations and the threat of climate change to tourism resources (i.e., coastal areas, monuments, national parks, and agriculture). All destination development plans, including zone developments, will consider options for minimizing negative impacts through adaptation and mitigation policies, tools, and mechanisms such as carbon management. As part of a wider national strategy to limit the effects of climate change, destination development plans will (i) consider the vulnerability of tourism to the physical and economic impacts of climate change; (ii) increase the resilience and adaptive capacity of the industry to provide increased certainty for future investment; (iii) focus upon green growth and prepare for a lower-carbon tourism industry; (iv) inform actors in the tourism industry about climate-related issues, using consistent and effective industry outreach and communications; and, (v) promote climate friendly technologies and architecture through financial and other incentives. A key tourism-related component of a national climate change strategy will be the articulation of an ecotourism management strategy to develop forms of low-carbon tourism that support biodiversity conservation in and around Myanmar’s network of protected areas.

Key Objective 3.5: Promote Innovative and Green Technologies in Tourism

To reduce energy use, increase the supply of renewable energy, and better manage water and waste, GOM will promote innovative green technologies in all tourism services and infrastructure. GOM will also develop a mix of financial and other incentives to encourage green technologies and local architectural design standards that meet the needs of people with disabilities.

Key Objective 3.6: Strengthen Community Involvement in Tourism

All destination planning will include local people in the planning and management of tourism, as recommended in the national policy on community involvement in tourism. Demonstration projects in select locations will serve as good practice models for promoting the participation of women, ethnic groups, and the poor. These efforts will build on the knowledge and skills of resident communities, government agencies, and the private operators.

The Way Forward 39

Strategic Program 4: Develop Quality Products and Services

Tourism products are a combination of those goods and services that form the visitor experience, including the quality and standard of facilities, content of tour packages, and the level of service provided. Worldwide growth in international tourism is leading to greater diversity and sophistication in products and packages tailored to the needs of high- and low-spending travelers from domestic, short-, medium- and long-haul markets. Product diversity allows tourists to combine culture, adventure, and relaxation with varying levels of comfort and spending in a single visit. Growing demand for product diversity correlates with visitor interest in other cultures, including greater immersion and interaction with local communities.

Myanmar has been promoted mainly as a cultural tourism destination; additional products focus on nature and beach tourism. In particular, pilgrimage to revered pagodas and monasteries attract growing numbers of domestic and international visitors. While sightseeing and cultural tourism will continue to be staple products, interventions are needed to diversify the product base and offer a wider range of options and activities.

In response to these trends, GOM will promote the development of experiential tours, adventure tourism, and volunteer and educational vacations that match the demands of different market segments, together with high-end luxury tour products and services that are consistent with the Responsible Tourism Policy, the ASEAN Tourism Marketing Strategy, and the recently released ASEAN Short Term Marketing Strategy for Experiential and Creative markets.29 Increasing the supply of locally sourced culinary products, arts and crafts, and other types of goods and services is also a priority.

Key Objective 4.1: Design Tourism Product Development Strategies

To diversify the product base and create additional value through specialized products targeted toward higher-yielding market segments, MOHT and MTF will prepare and implement product development strategies that embrace established and new destinations. Areas such as the ethnically diverse Chin State, the pristine Myeik archipelago, and the cities of Putao and Loikaw will progressively open for tourism in accordance to market demand and readiness of the sites. Nay Pyi Taw will be promoted for business meetings, conferences, and exhibitions. A product diversification strategy will embrace the development of domestic tourism and packages that target foreign nationals living in Myanmar.

To facilitate the above, product research will be undertaken with a focus on market-led responsible development, overseen by a public-private taskforce comprising MOHT and MTF representatives. Research will prioritize potential products, based on consumer motivation, interest of tour operators and other tourism service providers, condition of tourism assets, access and infrastructure issues, institutional readiness of public and private actors, and the social and investment capital of local communities. This research will serve as the basis for a suite of product development strategies and provide a better understanding of the resources needed for successful product diversification.

Key Objective 4.2: Develop an Ecotourism Management Strategy for Protected Areas

Despite current access constraints and relatively low numbers of visitors, Myanmar has considerable potential to develop ecotourism in and around its protected area network. Building on the efforts of MOECF’s Ecotourism Management Committee, MOECF, MOHT, and other key stakeholders will prepare an ecotourism management strategy to ensure that tourism supports biodiversity conservation, community-based income generation, and strengthens the management of protected areas. The strategy will provide direction for (i) prioritizing destinations for ecotourism activity; (ii) profiling the status and condition of natural assets, including core zones and protected species; (iii) capacity building needs; (iv) strengthening regulatory frameworks for tourism in protected areas; (v) access and

29 For example, boutique hotels, spas, resorts, ecolodges, camping, climbing, cycling, fishing, hiking, and bird-watching.


infrastructure needs; (vi) investment requirements; and, (vii) employment- and income-generating opportunities for local residents. The regulatory environment will introduce a system to collect and manage tourism user fees, taxes, and other revenue and direct it toward protected area management and conservation efforts. New guidelines on the development of ecolodges in protected areas will complement the national ecotourism strategy.

Key Objective 4.3: Strengthen Tourism-Related Supply Chains

Similar to destination planning interventions (Strategic Program 3), recommendations to integrate product development with local economies will be integral components of the product development strategies. Assessments of existing and potential linkages will identify short- and medium-term opportunities to expand and deepen local supply chains that benefit producers of arts and crafts, farmers, transport providers, and other tourism-related micro-, small-, and medium-sized enterprises.

Strategic Program 5: Improve Connectivity and Tourism-related Infrastructure

Recognizing that travel and tourism depends on quality public infrastructure to facilitate the movement of people and catalyze private investment in tourism superstructure, GOM will incorporate tourism considerations into national infrastructure planning. Improvements to road, rail, air, and water transport infrastructure in key tourism destinations will benefit both the tourism industry and local residents. Efforts will also focus on expanding access to electricity and improving the coverage and affordability of environmental services. Immigration services will undergo continual streamlining by updating communications and information technology systems in sync with physical improvements to the land, air, and water border gates.

Key considerations in infrastructure planning in tourist areas include (i) an initial focus on improving infrastructure that helps expand the coverage of environmental services, water supply, and electricity; (ii) improving feeder roads that link rural tourist attractions with urban destinations, facilitating visitation to these areas and rural producers’ participation in the tourism economy; and (iii) ensuring that infrastructure does not detract from the heritage values of the site.

Key Objective 5.1: Promote Complementary Expansion of the Aviation and Tourism Industries

While maintaining its commitment to open skies agreements and the expansion of the aviation industry, GOM will also initiate a review of accommodation stock and tourism management capacity in key gateway destinations that have recently experienced a sharp increase in inbound air-seat capacity. Based on this review, GOM will consider appropriate measures to harmonize inbound air-seat capacity and accommodation stock. GOM will continue to promote direct international flights into Nay Pyi Taw and Mandalay and encourage tour operators to develop itineraries originating or ending in these destinations. Additionally, GOM will review its current policy on air services for Bagan and Heho and explore the benefits and challenges of permitting direct international flights to these destinations. Infrastructure, ground services, and domestic routing will be continuously updated to accommodate ongoing expansion of the aviation industry, including introduction of measures to allow the origination of daily domestic flights at locations other than Yangon. GOM will also promote public–private partnerships to accelerate improvement of airfields, terminals, and ground services.

Key Objective 5.2: Ensure Tourism is Included as a Key Element of the National Transportation Strategy

GOM will integrate tourism-related concerns into the national transportation strategy, with a view to improve the availability and quality of transport options into the country and prioritize upgrades to transportation infrastructure that links Myanmar’s main tourist destinations. The strategy will prioritize needed improvements to air, ground (i.e., road and rail), and water transportation services between and within primary, secondary, and emerging destinations. Preparation and updates will include recommendations to streamline licensing of metered taxi services and provide other forms of local

The Way Forward 41

tourism transport. Improving feeder roads from the main highways to tourist attractions will support the development of new and thematic overland touring routes, helping to increase length of stay and boost tourist spending. All tourist destinations will promote expanded access to locally operated and environmentally friendly transport services.

Key Objective 5.3: Improve Tourism-Related Infrastructure to Promote Balanced and Inclusive Growth

GOM will initiate feasibility studies for infrastructure that improves conditions for tourism investment and supports broad participation of local people in the tourism economy, first in the main tourist destinations, and then in others. These studies will link with destination management plans and help prioritize investments in urban and rural feeder roads, water and sanitation, and electricity supply. Financing for these projects will be sought from the public and private sectors and also from Myanmar’s development partners. Due to the high potential for domestic and international tourism in Pathein, Chaungtha, and Ngwesaung, improvements to the roads that link these destinations with Yangon is a priority.

Key Objective 5.4: Progressively Ease Barriers to Visitor Entry and Internal Travel

Building on the efforts of the Committee on Smooth Entrance of Foreign Visitors to Myanmar, GOM will progressively ease barriers to visitor entry by (i) expanding the availability of tourist visa-on-arrival services, (ii) introducing e-visas for tourists, and (iii) providing visa extension services for tourists already in the country. GOM will improve technology and strengthen the human resources needed to increase the efficiency of visa processing. Additionally, GOM will continue to promote safe conditions for travel and progressively introduce tourism in states and regions where restrictions currently apply.

Strategic Program 6: Build the Image, Position, and Brand of Tourism Myanmar

The Master Plan recognizes that marketing involves much more than advertising, promotion, and selling. Rather, it is a strategic activity that embraces market research, product development, market development, competitor analysis, pricing strategies, public relations, customer service, promotions, brand development, and effective management of Myanmar’s identity in the global market place. The growth of responsible tourism in Myanmar depends upon a series of marketing dimensions that relate, for example, to the country’s institutional environment, where both internal and external marketing are highly significant. Although marketing is commonly used to promote interest in a product or service, it can also be used to decelerate interest through demarketing. This process may benefit destinations within Myanmar if they prove unable to cope with very high rates of visitor growth.

Noting the critical importance of marketing to the future of Myanmar’s tourism industry, marketing is viewed as a tightly integrated process concerned with discovering, creating, arousing, and satisfying customer needs. To embed this approach, the Master Plan will broadly and specifically consider three marketing elements: image, position, and brand.

Key Objective 6.1: Determine the Supply, Demand, and Gap Characteristics of Myanmar’s Travel and Tourism System

The TTA will work closely with MOHT and the Myanmar Marketing Committee (MMC) to improve market intelligence systems and provide timely and accurate market intelligence to the Tourism Executive Coordination Board and other industry stakeholders. This activity will focus on strengthening national capacity to (i) collect quantitative and qualitative data to measure and profile visitor arrivals and track their movements around the country, (ii) identify gaps in market intelligence and recommend how they can be closed, and (iii) monitor tourist and consumer sentiment about Myanmar.


Key Objective 6.2: Create a Strategic Marketing Map for Myanmar

To compare and align the marketing map with stakeholder needs and aspirations, TTA and MMC will develop expertise in strategic and tactical marketing processes. They will also develop a strategic marketing map that focuses on technology-led strategies and interventions that address issues of segmentation, seasonality, geographical spread, length of stay, and visitor yield. Ongoing monitoring of supply, demand, and gap characteristics will inform stakeholders of the effectiveness of marketing approaches and also allow the adjustment and refinement of tactical interventions.

Key Objective 6.3: Raise Internal Awareness of Responsible Tourism

While one of the distinguishing characteristics of Myanmar is its warm and friendly people, after many years of relative isolation the population has limited knowledge of the international tourism industry. To raise national awareness on tourism issues (e.g., social and economic opportunities, linkages between tourism and heritage protection, the potential negative impacts of tourism), GOM will implement information and education campaigns that use different mediums to provide specific information to target audiences. Additionally, GOM will introduce a highly visible national awards program to recognize excellence and best practice in service quality and responsible tourism.

Key Objective 6.4: Effectively Manage the Image, Position, and Brand of the Destination in the Collective Mind of the International Marketplace

Promises to potential consumers are at the forefront of marketing and developing a long-term and positive brand identity and image. The dream scenario of a trip to Myanmar can easily be shattered if promises fall short of actual delivery. Therefore, not only must tangible and intangible products astound and amaze, but delivery of those products must also occur with the care and attention that is the hallmark of Myanmar hospitality. Based upon research and consultation, GOM will create and position a brand image and identity for Myanmar (and sub-brands for regions and destinations) in key segments of the global market. Complemented by technology-driven initiatives, traditional marketing mechanisms (e.g., trade shows, press releases, and travel writers) will be used to launch the brand and each sub-brand. Following deployment of the brand and sub-brands, information technology systems will track consumer acceptance of each brand and its delivery. Ongoing assessment of their strengths and weaknesses will allow necessary tactical interventions to address issues and challenges as they arise.

Implementation and Monitoring 45

ImplementationThe organizational framework for implementing the Master Plan involves the creation of new agencies and the realignment of existing departments and focal points. As a first step to strengthen the institutional arrangements needed to effectively implement the Master Plan, GOM will establish the critically important Tourism Executive Coordination Board (TECB), the Tourism Technical Authority (TTA), and the Education and Training Department within the Ministry of Hotels and Tourism (MOHT).

Figure 8 provides an overview of the complex institutional and implementation environment. Arrows indicate the multidirectional flow of information that will support participatory decision-making. While members of the advisory group may engage MOHT and other agencies directly to provide policy advice and project assistance, TECB will take the lead on maintaining relations with development partners. The MTF’s overlapping presence on the Tourism Executive Coordination Board, state and regional tourism councils, and destination management organizations is represented by the transparent triangle. Numbers in the figure refer to the following numbered text paragraphs that explain the roles of key actors involved in implementation of the Master Plan.

Figure 8: Implementation Arrangements: Myanmar Tourism Master Plan


III. Implementation and Monitoring


1. The Tourism Executive Coordination Board will provide leadership and policy guidance to steer the implementation of the Master Plan. The Board will:

• meet at least twice per year to review progress in implementing the Master Plan and provide guidance on necessary adjustments to related Ministries and the operations of state and regional tourism councils and other actors;

• seek support from development partners for priority projects and activities specified in the Master Plan; and

• convene ad-hoc meetings to formulate responses to unforeseen events (e.g., emergency situations) that require high-level decision-making.

2. An advisory group will impart strategic intelligence and share knowledge on good practice to support strategic decision-making by TECB. GOM will invite international agencies with expertise in tourism (e.g., the Asian Development Bank [ADB], the United Nations World Tourism Organization [UNWTO], the World Travel and Tourism Council [WTTC], the Pacific Asia Travel Association [PATA], the Global Sustainable Tourism Council [GSTC], other development partners, and prominent individuals to become members of the advisory group. The advisory group will:

• provide advice and strategic intelligence to TECB, TTA, and MOHT on global tourism issues, matters related to priority projects and activities, and issues related to the social and environmental impacts of tourism;

• provide policy advice, technical assistance, and financial support to facilitate implementation of the Master Plan;

• liaise with international agencies to catalyze additional support to implement the Master Plan and enhance knowledge sharing; and,

• collectively meet with TECB at least once annually.

3. The Tourism Technical Authority will provide TECB, MOHT, the Myanmar Tourism Federation (MTF), and other agencies with market intelligence, performance data, and information on the social, environmental, and economic impacts on tourism to enable effective decision-making and necessary policy reforms. TTA will:

• measure the flows and impacts of tourism activity;• be staffed mainly by economists, statisticians, information technology specialists, and

marketing specialists;• work closely with public and private sector agencies as well as global and regional tourism

agencies (e.g., the Association of Southeast Asian Nations [ASEAN] Secretariat, the Mekong Tourism Coordinating Office, PATA, UNWTO, and WTTC); and

• provide quarterly status reports to TECB, MOHT, MTF, and other appropriate agencies and partners regarding Myanmar’s tourism system.

4. The Ministry of Hotels and Tourism is the primary government agency responsible for the systematic development of Myanmar’s hotel and tourism industry. GOM will ensure that MOHT is suitably empowered with the human and financial resources needed to execute the priority projects and activities it will lead. MOHT will:

• implement the policies, projects, and programs endorsed by TECB;• lead implementation of the majority of priority projects included in the Master Plan and

coordinate and liaise on others;• promote national and international investment in the tourism sector;• develop opportunities for wider participation of private entrepreneurs in the tourism industry;• develop programs to establish Myanmar as a world-renowned destination and ensure

sustained international visitor interest in Myanmar;• organize workshops, seminars, exhibitions, and training to upgrade the quality and technical

skills of the tourism industry;

Implementation and Monitoring 47

• create awareness of good practices for using tourism to create job opportunities and raise living standards; and

• cooperate with ASEAN member countries to enhance regional tourism cooperation.

5. Government ministries and departments. Working under the guidance of TECB, key ministries and departments will appoint focal points to assume responsibility for the tourism-related programs and activities for which they are reponsible, and also strengthen coordination across sectors. Government ministries and departments will:

• engage with MOHT and TTA to implement tourism-related policies, projects, and programs;• advise TECB on key tourism-related issues that require attention at the national, state, or

regional level; and• provide appropriate guidance and support to state and regional tourism councils and DMOs.

6. State and regional tourism councils will engage tourism planning and management at the subnational level. The councils will also facilitate the implementation of destination-level projects and activities. Given the current lack of public and private tourism experience within the states and regions, the councils will seek support from development partners to strengthen their ability to mainstream tourism planning into local governance structures. State and regional tourism councils will:

• engage with MOHT, TTA, MTF, and other actors to implement tourism-related policies, projects, and activities, as agreed with TECB;

• report key tourism-related issues arising in states, regions, and destinations to TECB; and• provide appropriate guidance and support to DMOs.

7. Destination Management Organizations will strengthen tourism planning and management at destinations and sites, operating under the guidance of state and regional governments and MOHT. DMOs will include representation from public, private, and civil society organizations and promote grassroots participation in tourism planning and decision-making. GOM will actively support the engagement of NGOs and development partners to strengthen the capacity of DMOs. DMOs will:

• engage with MOHT, TTA, MTF, and other actors to implement tourism-related policies, projects, and activities, as agreed with MOHT and state and regional tourism councils; and

• report tourism-related issues occurring in destinations that require the attention of the TECB, state and regional tourism councils, and MOHT.

8. The Myanmar Tourism Federation will mobilize private investment to accelerate development of responsible tourism and related sectors through its membership base and operations of its ten associations. The Myanmar Marketing Committee and the Union of Myanmar Travel Association will support national and destination marketing and product development as well as include tourism investment promotion as part of their internal and external marketing activities. Among other activities, the MTF will:

• promote private investment in tourism and related sectors that is consistent with the Myanmar Responsible Tourism Policy;

• foster business linkages between national and international tourism-related enterprises; • advise MOHT, state and regional tourism councils, and DMOs on the development and

implementation of marketing campaigns;• participate in the implementation of national and subnational marketing campaigns;• assist in mobilizing financial and technical resources needed to effectively implement

marketing activities; and• closely coordinate with TTA and MOHT.


MonitoringMOHT will take the lead in monitoring the implementation of the Master Plan. Further, MOHT will produce an annual report describing progress made against milestones and performance indicators for each activity listed in the short-term action plans for each strategic program and the long-term implementation framework. Where feasible, MOHT will collect monitoring data at the beginning and completion of each activity, disaggregated by gender and ethnicity. After the first year of implementation, MOHT will review and modify performance indicators and other aspects of the short-term action plans and long-term implementation framework, as appropriate. In 2015, MOHT will initiate an in-depth review of the Master Plan to ensure the continuing relevance of the implementation framework and priority projects, and their alignment with the 2015–2020 National Comprehensive Development Plan. This review process is important because the actual timeline for many activities will inevitably differ from the projections, underscoring the need for flexible timelines and milestones. GOM will facilitate technical assistance to support the review process and ensure wide distribution of all findings.

Financing the Master PlanThe Master Plan includes 38 projects, many of which were directly proposed by members of the Myanmar Tourism Federation, Union, state and regional agencies, nongovernment organizations and development partners (Appendix 3). Cost estimates for all projects total $486.8 million (Table 14). Twenty-three projects, with cost estimates totaling $215.6 million, have been identified as fundamental priorities. Importantly, large additional investments planned by GOM for transport and other infrastructure will provide further significant benefits to the tourism industry and boost visitor access. Projects identified in the Master Plan aim to ensure responsible management of tourism growth and wide distribution of benefits.

Table 14: Indicative Cost Estimates of the Myanmar Tourism Master Plan

Strategic ProgramCost Estimates

All Projects($ millions)

Cost Estimates Priority Projects

($ millions)

Strengthen the Institutional Environment 2.65 2.65

Build Human Resource Capacity and Promote Service Quality 59.50 26.00

Strengthen Safeguards and Procedures for Destination Planning and Management 164.70 12.00

Develop Quality Products and Services 6.45 4.45

Improve Connectivity and Tourism-related Infrastructure 251.00 168.00

Build the Image, Position and Brand of Tourism Myanmar 2.50 2.50

Total 486.80 215.60


Appendix 1 49

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supp

ort p

rogr

am

esta

blish

ed.

Key

Obj

ectiv

e 1.

2: D

evel

op a

Tou

rism

Pla

nnin

g Fr

amew

ork

to S

uppo

rt th

e To

uris

m E

xecu

tive

Coor

dina

tion

Boar

d

1.2.

1 Es

tabl

ish

tour

ism

foca

l poi

nts/

office

s in

key

min

istr

ies:

iden

tify

depa

rtm

ents

to p

rovi

de p

olic

y, p

rogr

am,

and

tech

nica

l sup

port

; con

duct

skill

s and

kno

wle

dge

audi

t; id

entif

y kn

owle

dge

gaps

and

trai

ning

nee

ds;

deliv

er a

dviso

ry a

nd m

ento

ring

prog

ram

s to

impa

rt in

dust

ry k

now

ledg

e an

d te

chni

cal s

kills

.

1.2.

2 Es

tabl

ish

tour

ism

pla

nnin

g co

mm

ittee

s in

stat

es/r

egio

ns w

ith h

igh

tour

ism

pot

entia

l: pr

epar

e m

anda

te, p

roce

dure

s, a

nd w

orki

ng p

racti

ces o

f the

com

mitt

ees;

app

oint

key

gov

ernm

ent o

ffice

s and

re

pres

enta

tives

of M

TF’s

regi

onal

cha

pter

s to

the

com

mitt

ees;

con

duct

a sk

ills a

nd k

now

ledg

e au

dit

of c

omm

ittee

mem

bers

; ide

ntify

kno

wle

dge

gaps

and

trai

ning

nee

ds; d

eliv

er a

dviso

ry a

nd m

ento

ring

prog

ram

s to

impa

rt in

dust

ry k

now

ledg

e an

d te

chni

cal s

kills

.

1.2.

3 St

reng

then

the

orga

niza

tiona

l and

pro

fess

iona

l cap

acity

of M

TF’s

10 a

ssoc

iatio

ns: c

ondu

ct a

skill

s and

kn

owle

dge

audi

t of t

he a

ssoc

iatio

ns a

nd th

eir r

egio

nal c

hapt

ers;

del

iver

a b

usin

ess a

dviso

ry su

ppor

t pr

ogra

m to

stre

ngth

en th

e m

anag

emen

t of a

ssoc

iatio

ns w

ith a

focu

s on

corp

orat

e so

cial

resp

onsib

ility

.

MO

HT, M

ON

PED

(§)

MO

HT, M

ON

PED,

M

TF (§

)

MTF

(§)

2013

–201

5

2013

–201

5

2013

–201

4

Tour

ism fo

cal p

oint

s est

ablis

hed;

ad

viso

ry a

nd m

ento

ring

prog

ram

s de

liver

ed.

At le

ast fi

ve st

ate/

regi

onal

to

urism

com

mitt

ees e

stab

lishe

d;

advi

sory

and

men

torin

g pr

ogra

ms

deliv

ered

.

MTF

cha

pter

s est

ablis

hed

in

all s

tate

s and

regi

ons;

50%

of

mem

bers

trai

ned

in a

ssoc

iatio

n m

anag

emen

t and

cor

pora

te so

cial

re

spon

sibili

ty.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

1.2.

4 Es

tabl

ish

DMO

s for

prim

ary

and

seco

ndar

y de

stina

tions

: pre

pare

the

man

date

, pro

cedu

res a

nd w

orki

ng

prac

tices

for D

MO

s; c

ondu

ct a

skill

s and

kno

wle

dge

audi

t of D

MO

mem

bers

; ide

ntify

kno

wle

dge

gaps

an

d tr

aini

ng n

eeds

; del

iver

an

advi

sory

supp

ort p

rogr

am to

impa

rt in

dust

ry k

now

ledg

e an

d as

sist D

MO

s to

impr

ove

tour

ism p

lann

ing.

1.2.

5 St

reng

then

the

insti

tutio

nal c

apac

ity o

f MO

HT: r

evie

w m

anag

emen

t str

uctu

re, i

nclu

ding

job

profi

les,

re

spon

sibili

ties,

dec

ision

-mak

ing

proc

edur

es, a

nd th

e sk

ills a

nd c

apab

ilitie

s of m

anag

eria

l and

ad

min

istra

tive

staff

; map

resu

lts a

gain

st w

hat i

s nee

ded

to su

cces

sful

ly im

plem

ent t

he M

aste

r Pla

n;

deliv

er c

apac

ity b

uild

ing

prog

ram

s and

app

oint

qua

lified

staff

to fi

ll ga

ps.

MO

HT, s

tate

/re

gion

al

gove

rnm

ents

(§)

MO

HT, M

ON

PED,

(§)

2013

–201

5

2013

–201

4

At le

ast 1

0 DM

Os e

stab

lishe

d.

MO

HT c

apac

ity to

impl

emen

t th

e M

aste

r Pla

n; 5

new

stat

e/re

gion

al d

epar

tmen

ts o

f hot

els

and

tour

ism e

stab

lishe

d.

Obj

ectiv

e 1.

3: S

tren

gthe

n To

uris

m In

form

ation

Sys

tem

s and

Met

rics

1.3.

1 C

reat

e an

d em

pow

er a

mul

tisec

tor T

TA: a

ppoi

nt a

nd tr

ain

staff

in m

etho

ds a

nd p

roce

dure

s to

mea

sure

to

urism

-rel

ated

inco

me

and

empl

oym

ent g

ener

ation

.

1.3.

2 De

fine

tour

ism

key

per

form

ance

indi

cato

rs a

nd ta

rget

s for

use

at n

ation

al a

nd st

ate/

regi

onal

leve

ls:

revi

ew, a

ppro

ve a

nd c

omm

unic

ate

key

perf

orm

ance

indi

cato

rs (K

PIs)

to d

omes

tic st

akeh

olde

rs a

nd

inte

rnati

onal

par

tner

s.

1.3.

3 Re

fine

proc

edur

es fo

r cal

cula

ting

tour

ism

rece

ipts

and

con

trib

ution

to G

DP: r

evie

w c

urre

nt p

roce

dure

s,

asse

ss a

ltern

ative

opti

ons,

and

refin

e m

etho

ds to

mor

e ac

cura

tely

cal

cula

te a

nnua

l tou

rism

rece

ipts

; im

plem

ent a

ppro

pria

te sy

stem

s and

pro

cedu

res t

o m

easu

re to

urism

’s di

rect

, ind

irect

, ind

uced

, and

tota

l co

ntrib

ution

to G

DP.

1.3.

4 St

reng

then

tour

ism

val

ue c

hain

ana

lysi

s: a

dopt

a st

anda

rd m

etho

dolo

gy a

nd p

rovi

de tr

aini

ng n

eede

d to

und

erta

ke to

urism

val

ue c

hain

ana

lysis

; map

tour

ism sp

endi

ng in

stat

es/r

egio

ns, p

artic

ular

ly fo

r ag

ricul

tura

l pro

duce

, lab

or, l

ocal

tran

spor

t, ac

com

mod

ation

, and

han

dicr

afts;

iden

tify

area

s whe

re

spen

ding

can

be

incr

ease

d an

d ec

onom

ic le

akag

e re

duce

d.

1.3.

5 M

easu

re a

nd tr

ack

tour

ism

-rel

ated

em

ploy

men

t: de

fine

the

char

acte

ristic

s of t

ouris

m-r

elat

ed jo

bs;

adop

t a st

anda

rd m

etho

dolo

gy to

trac

k th

e nu

mbe

r and

per

cent

age

of fu

ll- a

nd p

art-ti

me

wor

kers

em

ploy

ed in

tour

ism a

nd re

late

d in

dust

ries,

incl

udin

g yo

uth,

wom

en, o

lder

wor

kers

, and

eth

nic

grou

ps;

asse

ss le

vels

of p

ay a

nd b

enefi

ts; c

alcu

late

leve

ls of

pub

lic e

xpen

ditu

re o

n to

urism

-rel

ated

labo

r pol

icie

s.

MO

HT, M

ON

PED,

M

TF, C

SO (§

)

MO

HT, M

ON

PED,

M

TF, C

SO (§

)

MO

HT, M

ON

PED,

M

TF, C

SO, n

ation

al

univ

ersiti

es (§

)

MO

HT, M

ON

PED,

M

TF, C

SO, n

ation

al

univ

ersiti

es (§

)

MO

HT, M

ON

PED,

M

TF, C

SO, n

ation

al

univ

ersiti

es (§

)

2013

–201

4

2014

2014

–202

0

2014

–201

5

2014

–202

0

TTA

esta

blish

ed.

Tour

ism K

PIs i

denti

fied

and

com

mun

icat

ed.

Annu

al re

port

on

tour

ism’s

cont

ributi

on to

GDP

pub

lishe

d.

Met

hodo

logy

est

ablis

hed

and

six

repo

rts o

n to

urism

val

ue c

hain

an

alys

is pu

blish

ed.

Met

hodo

logy

est

ablis

hed

and

annu

al re

port

s on

leve

ls on

to

urism

-rel

ated

em

ploy

men

t pu

blish

ed.

Appendix 1 51

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 1.

4: D

evel

op S

yste

ms t

o Pr

omot

e Vi

sitor

Saf

ety

and

Cons

umer

Pro

tecti

on

1.4.

1 D

evel

op e

vacu

ation

gui

delin

es fo

r tou

rists

requ

iring

em

erge

ncy

med

ical

ass

istan

ce: i

nvol

ve lo

cal

stak

ehol

ders

in th

e pr

epar

ation

of g

uide

lines

and

pro

cedu

res f

or e

mer

genc

y ev

acua

tions

; diss

emin

ate

proc

edur

es to

gov

ernm

ent a

genc

ies a

nd M

TF a

ssoc

iatio

ns a

t all

leve

ls; c

ondu

ct a

d-ho

c tr

aini

ng

simul

ation

s in

prim

ary

and

seco

ndar

y to

urist

des

tinati

ons.

1.4.

2 De

velo

p pr

oced

ures

to m

anag

e an

d re

cove

r fro

m n

atur

al d

isas

ters

and

em

erge

ncy

situ

ation

s (e.

g.,

eart

hqua

kes,

typh

oons

, and

com

mun

icab

le d

isea

se o

utbr

eaks

): in

volv

e lo

cal s

take

hold

ers a

nd th

e m

edia

in th

e pr

epar

ation

of d

isast

er p

repa

redn

ess a

nd re

spon

se m

easu

res;

diss

emin

ate

such

mea

sure

s to

Gov

ernm

ent a

genc

ies a

nd a

ll M

TF m

embe

rs.

1.4.

3 De

velo

p a

natio

nal p

olic

y an

d co

des o

f con

duct

to p

rom

ote

visi

tor s

afet

y: c

onsu

lt w

ith st

akeh

olde

rs

to re

view

visi

tor s

afet

y an

d se

curit

y iss

ues,

esp

ecia

lly re

gard

ing

tran

spor

t; re

view

visi

tor r

espo

nses

to

surv

eys;

dra

ft an

d ap

prov

e po

licy,

gui

delin

es a

nd c

odes

of c

ondu

ct.

1.4.

4 Es

tabl

ish

tour

ist p

olic

e un

its in

all

tour

ist a

reas

: app

rove

est

ablis

hmen

t of t

ouris

t pol

ice

units

and

offi

ces

in k

ey to

urist

are

as; t

rain

trai

ners

of t

ouris

t pol

ice;

pro

vide

trai

ning

and

equ

ipm

ent f

or th

e ne

wly

form

ed

tour

ist p

olic

e fo

rce.

1.4.

5 In

clud

e to

uris

m se

rvic

es in

con

sum

er p

rote

ction

law

s, ru

les a

nd re

gula

tions

: con

duct

a re

view

of g

ood

prac

tice

tour

ism-r

elat

ed c

onsu

mer

pro

tecti

on la

ws i

n ot

her c

ount

ries;

con

sult

stak

ehol

ders

to re

view

iss

ues a

nd p

rioriti

ze n

eeds

for t

ouris

m-r

elat

ed c

onsu

mer

pro

tecti

on in

Mya

nmar

; dra

ft an

d ap

prov

e to

urism

-rel

ated

arti

cles

of C

onsu

mer

Pro

tecti

on L

aw; p

rom

ote

publ

ic a

war

enes

s of t

he L

aw.

MO

H, M

OHT

, MO

HA

MO

HA, M

OHT

, DC

A, M

OT,

MTF

, st

ate/

regi

onal

go

vern

men

ts

MTF

, MO

HT, M

OT

MO

HA, M

OHT

MO

C, U

AGO

, MO

HT,

MTF

(§)

2014

2014

–202

0

2014

2013

–201

5

2014

–201

5

Evac

uatio

n pr

oced

ures

pre

pare

d an

d di

ssem

inat

ed.

Disa

ster

pre

pare

dnes

s and

re

spon

se m

easu

res p

ublis

hed

and

bein

g im

plem

ente

d.

Code

s of c

ondu

ct a

ppro

ved

and

wid

ely

dist

ribut

ed.

20 to

urist

pol

ice

office

s es

tabl

ished

and

100

offi

cers

tr

aine

d.

Tour

ism-r

elat

ed a

rticl

es

inco

rpor

ated

into

Con

sum

er

Prot

ectio

n La

w.

Key

Obj

ectiv

e 1.

5: S

tren

gthe

n To

uris

m’s

Lega

l and

Reg

ulat

ory

Envi

ronm

ent

1.5.

1 De

velo

p a

syst

em to

col

lect

and

man

age

tour

ist u

ser f

ees a

nd ta

xes:

revi

ew in

tern

ation

al g

ood

prac

tice

for c

olle

ction

and

man

agem

ent o

f tou

rist u

ser f

ees a

nd ta

xes;

ass

ess a

dvan

tage

s, d

isadv

anta

ges,

and

tr

ansa

ction

cos

ts a

nd d

eter

min

e ap

prop

riate

syst

ems f

or M

yanm

ar; s

tren

gthe

n th

e le

gal f

ram

ewor

k an

d de

velo

p gu

idel

ines

to c

onsis

tent

ly im

pose

nati

onal

tour

ist u

ser f

ees a

nd ta

xes;

impl

emen

t mec

hani

sms

to a

lloca

te p

ublic

reve

nue

for t

ouris

m m

anag

emen

t, pr

otec

ted

area

man

agem

ent a

nd p

rom

otion

of

resp

onsib

le to

urism

.

1.5.

2 St

ream

line

the

appr

oval

pro

cess

for o

btai

ning

hot

el li

cens

es: i

denti

fy im

pedi

men

ts in

con

sulta

tion

with

indu

stry

stak

ehol

ders

; rev

iew

inte

rnati

onal

goo

d pr

actic

e fo

r effe

ctive

lice

nsin

g sy

stem

s; p

repa

re

and

appr

ove

stre

amlin

ed li

cens

ing

proc

edur

es w

ith a

ppro

pria

te in

centi

ves;

trai

n go

vern

men

t sta

ff to

eff

ectiv

ely

impl

emen

t the

new

pro

cedu

res.

MO

FR, M

OHT

, UA

GO, M

ON

PED,

M

OEC

F, M

OCU

L,

MO

RA, M

TF

MO

HT, M

OI,

MO

C,

MTF

2013

–202

0

2013

–201

4

Syst

em to

col

lect

and

man

age

natio

nal t

ouris

t use

r fee

s and

ta

xes e

ffecti

vely

app

lied.

Lice

nsed

hot

els a

nd g

uest

hous

es

incr

ease

by

an a

vera

ge o

f 20%

ab

ove

base

line

rate

ann

ually

th

roug

h 20

20.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

1.5.

3 St

ream

line

appr

oval

pro

cess

es fo

r oth

er ty

pes o

f tou

rism

-rel

ated

ent

erpr

ises

(e.g

., re

stau

rant

s,

tour

ope

rato

rs a

nd to

ur g

uide

s): i

denti

fy im

pedi

men

ts in

con

sulta

tion

with

indu

stry

stak

ehol

ders

; re

view

inte

rnati

onal

goo

d pr

actic

e fo

r effe

ctive

lice

nsin

g sy

stem

s for

tour

ism-r

elat

ed e

nter

prise

s and

pr

ofes

sions

; pre

pare

and

app

rove

app

ropr

iate

lice

nsin

g pr

oced

ures

in c

onsu

ltatio

n w

ith in

dust

ry

stak

ehol

ders

; pro

vide

trai

ning

for g

over

nmen

t sta

ff to

impl

emen

t the

new

pro

cedu

res.

MO

HT, M

OC,

MTF

2013

–201

5Li

cens

ed re

stau

rant

s, to

ur

oper

ator

s, a

nd to

ur g

uide

s in

crea

se b

y an

ave

rage

of 2

0%

abov

e ba

selin

e ra

te a

nnua

lly

thro

ugh

2020

.

1.5.

4 Re

view

the

Law

on

Tour

ism

and

tour

ism

-rel

ated

legi

slati

on a

nd m

ake

appr

opria

te a

men

dmen

ts

to b

etter

alig

n w

ith th

e ne

eds o

f the

tour

ism

indu

stry

: con

sult

with

key

stak

ehol

ders

, inc

ludi

ng

Gove

rnm

ent a

genc

ies,

priv

ate

oper

ator

s, a

nd c

ivil

soci

ety

to id

entif

y ga

ps in

the

curr

ent T

ouris

m L

aw a

nd

tour

ism-r

elat

ed le

gisla

tion;

pre

pare

and

app

rove

am

endm

ents

to th

e To

urism

Law

and

tour

ism-r

elat

ed

legi

slatio

n ad

dres

sing

issue

s suc

h as

inve

stm

ent,

gam

ing,

labo

r, an

d es

tabl

ishm

ent o

f out

boun

d to

ur

oper

ation

s for

Mya

nmar

citi

zens

; wid

ely

diss

emin

ate

the

cont

ent o

f the

am

ende

d La

w u

sing

sem

inar

s an

d th

e m

edia

.

MO

HT, M

ON

PED,

M

OLE

S, M

OSW

RR

MTF

, UAG

O, s

tate

/re

gion

al g

over

n-m

ents

(§)

2013

–201

5Am

ende

d To

urism

Law

app

rove

d an

d di

ssem

inat

ed w

idel

y in

eac

h st

ate/

regi

on.

Appendix 1 53

Stra

tegi

c Pr

ogra

m 2

: Bui

ld H

uman

Res

ourc

e Ca

paci

ty a

nd P

rom

ote

Serv

ice

Qua

lity

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 2.

1: D

esig

n a

Hum

an R

esou

rces

Dev

elop

men

t and

Cap

acity

Bui

ldin

g St

rate

gy

2.1.

1

Prep

are

an in

dust

ry-w

ide

skill

s aud

it, c

ompr

ehen

sive

tour

ism

edu

catio

n an

d tr

aini

ng n

eeds

as

sess

men

t, an

d N

ation

al T

ouris

m H

RD S

trat

egy:

est

ablis

h a

mul

tisec

tor w

orki

ng g

roup

to o

vers

ee th

e as

sess

men

t and

stra

tegi

c pl

anni

ng p

roce

ss; p

repa

re jo

int t

erm

s of r

efer

ence

for t

he a

sses

smen

t and

su

bseq

uent

pre

para

tion

of th

e N

ation

al To

urism

HRD

Str

ateg

y; u

nder

take

the

asse

ssm

ent a

nd b

ased

on

resu

lts p

repa

re a

nd a

ppro

ve th

e N

ation

al To

urism

HRD

Str

ateg

y.

2.1.

2 Es

tabl

ish

an E

duca

tion

and

Trai

ning

Dep

artm

ent w

ithin

MO

HT: p

repa

re th

e ro

les a

nd re

spon

sibili

ties

of th

e ET

D; a

ppoi

nt d

irect

or, s

taff,

and

adv

isory

gro

up m

ade

up o

f nati

onal

and

inte

rnati

onal

exp

erts

; pr

epar

e ET

D an

nual

bud

get a

nd w

ork

plan

; dev

elop

inno

vativ

e re

sear

ch a

nd le

arni

ng p

rogr

ams

to su

ppor

t qua

lity

serv

ice

deliv

ery;

iden

tify

a se

t of i

nter

natio

nally

acc

epte

d m

etric

s to

asse

ss th

e eff

ectiv

enes

s of v

ario

us in

itiati

ves.

2.1.

3 Es

tabl

ish

a N

ation

al T

ouris

m P

rofe

ssio

nals

Boa

rd (N

TPB)

and

Tour

ism

Pro

fess

iona

l Cer

tifica

tion

Boar

d (T

PCB)

: dev

elop

stan

dard

s and

cer

tifica

tion

crite

ria a

ligne

d w

ith th

e AS

EAN

Mut

ual R

ecog

nitio

n Ar

rang

emen

t on

Tour

ism P

rofe

ssio

nals;

wor

k w

ith th

e AS

EAN

Tour

ism P

rofe

ssio

nal M

onito

ring

Com

mitt

ee to

pre

pare

and

impl

emen

t hum

an re

sour

ce d

evel

opm

ent p

rogr

ams u

nder

the

ASEA

N

MRA

on

Tour

ism P

rofe

ssio

nals;

set u

p sy

stem

s and

mec

hani

sms t

o im

plem

ent c

ompe

tenc

y st

anda

rds;

st

reng

then

tour

ism e

duca

tion

and

trai

ning

pro

vide

rs fo

r ASE

AN to

urism

com

pete

ncy

stan

dard

s to

ensu

re q

ualit

y of

inst

ructi

on, l

earn

ing

appr

oach

es, c

urric

ulum

mat

eria

ls an

d cr

edib

ility

of c

ompe

tenc

y st

anda

rds.

MO

HT M

ON

PED,

M

OEC

F, M

OE,

MTF

, M

OC,

MO

HA, M

ORA

, M

OCU

L, M

OI,

MO

IN

(§)

MO

HT, M

OE

and

MTF

with

par

tner

ing

educ

ation

and

tr

aini

ng in

stitu

tions

(§

)

MO

HT w

ith A

SEAN

AT

PMC

2013

–201

4

2013

–202

0

2013

–201

5

Com

preh

ensiv

e as

sess

men

t co

mpl

eted

and

Nati

onal

Tour

ism

HRD

Stra

tegy

app

rove

d.

ETD

esta

blish

ed a

nd o

pera

ting.

NTP

B an

d TP

CB e

stab

lishe

d. H

RD

prog

ram

s alig

ned

with

ASE

AN

com

pete

ncy

stan

dard

s des

igne

d.

Key

Obj

ectiv

e 2.

2: E

stab

lish

Prog

ram

s and

Acti

on P

lans

to Im

plem

ent t

he N

ation

al H

RD S

trat

egy

2.2.

1 De

liver

shor

t-ter

m p

riorit

y tr

aini

ng in

the

mai

n to

uris

m a

nd h

ospi

talit

y pr

ofes

sion

s: p

rioriti

ze a

reas

fo

r im

med

iate

trai

ning

ass

istan

ce su

ch a

s foo

d pr

oduc

tion,

food

and

bev

erag

e se

rvic

e, fr

ont o

ffice

, ho

usek

eepi

ng, b

asic

skill

s in

oper

ating

trav

el a

genc

ies,

tour

gui

de tr

aini

ng a

nd to

ur o

pera

tions

; util

ize

reso

urce

s and

faci

lities

to im

plem

ent t

rain

ing

whe

n av

aila

ble;

pre

pare

add

ition

al le

arni

ng m

ater

ials

whe

re n

eede

d; e

stab

lish

a m

obile

trai

ning

uni

t dra

win

g on

exp

ertis

e in

the

MO

HT a

nd M

TF.

2.2.

2 Es

tabl

ish

proc

edur

es a

nd c

riter

ia fo

r app

rovi

ng p

rivat

e se

ctor

trai

ning

cou

rses

: coo

rdin

ate

with

m

inist

ries o

f edu

catio

n fr

om A

SEAN

cou

ntrie

s to

revi

ew re

gion

al g

ood

prac

tice

and

proc

edur

es a

nd

crite

ria; b

ased

on

regi

onal

goo

d pr

actic

e pr

epar

e an

d ap

prov

e pr

oced

ures

for M

yanm

ar.

MO

HT’s

ETD,

MTF

(§

)

MO

HT’s

ETD,

MO

E,

MTF

2013

–201

5

2015

Six

mai

n de

stina

tions

con

duct

fiv

e in

trod

ucto

ry o

r int

erm

edia

te

cour

ses f

or 2

3,00

0 le

arne

rs.

Nati

onal

pro

cedu

res a

nd c

riter

ia

for t

ouris

m tr

aini

ng st

anda

rds

esta

blish

ed.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

2.2.

3 En

sure

lear

ning

effe

ctive

ness

: bas

ed o

n ap

plie

d re

sear

ch p

repa

re c

ase

stud

ies o

n fo

ur o

f the

mos

t hi

ghly

atte

nded

trai

ning

subj

ects

to te

st p

roto

type

met

hodo

logi

es a

nd a

ppro

ache

s to

ensu

re le

arni

ng

effec

tiven

ess.

2.2.

4 Im

plem

ent t

rain

the

trai

ner l

earn

ing

prog

ram

s for

the

publ

ic a

nd p

rivat

e se

ctor

s: id

entif

y pr

iorit

y tr

aini

ng a

reas

in n

eed

of q

ualifi

ed tr

aine

rs; t

rain

trai

ners

in c

oope

ratio

n w

ith tr

aini

ng in

stitu

tes a

nd

univ

ersiti

es fr

om se

lect

ed c

ount

ries;

des

ign

natio

nal l

earn

ing

mat

eria

ls ba

sed

on in

tern

ation

al g

ood

prac

tice;

impl

emen

t cas

cade

trai

ning

of t

rain

ers i

n fo

ur k

ey to

urist

des

tinati

ons.

2.2.

5

Prom

ote

inte

rnati

onal

stan

dard

s: d

esig

n an

d im

plem

ent a

lear

ning

pro

gram

with

inte

rnati

onal

trav

el

for s

taff

of p

ublic

and

priv

ate

agen

cies

to in

crea

se e

xper

ienc

e w

ith h

igh

qual

ity in

tern

ation

al e

duca

tiona

l pr

actic

es.

2.2.

6 In

trod

uce

tour

ism

as a

subj

ect i

n al

l sec

onda

ry sc

hool

s: b

ased

on

inte

rnati

onal

goo

d pr

actic

e co

nsul

t w

ith k

ey in

tern

al a

nd e

xter

nal s

take

hold

ers t

o de

velo

p an

d de

liver

intr

oduc

tory

cou

rses

on

tour

ism in

se

cond

ary

scho

ols.

2.2.

7

Esta

blis

h pa

rtne

rshi

ps w

ith in

tern

ation

al u

nive

rsiti

es a

nd in

stitu

tions

: bas

ed o

n re

com

men

datio

ns

from

the

HRD

stra

tegy

, pro

mot

e pa

rtne

rshi

ps w

ith se

lect

uni

vers

ities

to su

ppor

t joi

nt c

urric

ulum

de

velo

pmen

t tog

ethe

r with

facu

lty a

nd st

uden

t exc

hang

es a

nd sc

hola

rshi

ps.

MO

HT, M

TF, n

ation

al

univ

ersiti

es

MO

HT, M

TF, M

OE

(§)

MO

HT, M

TF (§

)

MO

E (§

)

MO

E, M

OHT

(§)

2014

–201

6

2013

–201

5

2013

–202

0

2015

–202

0

2014

–202

0

Four

cas

e st

udie

s ass

essin

g le

arni

ng e

ffecti

vene

ss

met

hodo

logi

es p

rodu

ced.

Core

team

of 4

0 pu

blic

and

pr

ivat

e tr

aine

rs tr

aine

d. C

asca

de

trai

ning

pro

vide

d fo

r 4,0

00

serv

ice

prov

ider

s.

At le

ast 5

0 pe

ople

par

ticip

ate

in a

nnua

l int

erna

tiona

l lea

rnin

g pr

ogra

ms.

Cour

ses o

ffere

d in

at l

east

50%

of

seco

ndar

y sc

hool

s in

key

tour

ist

desti

natio

ns.

Part

ners

hips

est

ablis

hed

with

at

leas

t thr

ee in

tern

ation

al

insti

tutio

ns a

nd e

xcha

nge

prog

ram

s in

plac

e.

Key

Obj

ectiv

e 2.

3: D

evel

op a

Mul

ti-St

akeh

olde

r Fra

mew

ork

and

Polic

ies t

o Im

prov

e Se

rvic

e Q

ualit

y 2.

3.1

De

fine

serv

ice

stan

dard

s: o

rgan

ize A

SEAN

wor

king

gro

up a

nd st

akeh

olde

r mee

tings

to e

stab

lish

a fo

unda

tion

for a

set o

f nati

onal

serv

ice

stan

dard

s; d

efine

and

app

rove

app

ropr

iate

stan

dard

s (in

clud

ing

fron

t- an

d ba

ck-o

f-hou

se e

lem

ents

); pr

epar

e an

d w

idel

y di

ssem

inat

e a

broc

hure

on

the

appr

oved

st

anda

rds.

2.3.

2

Deve

lop

serv

ice-

rela

ted

trai

ning

pro

gram

s: d

esig

n cu

rric

ula

and

trai

ning

mat

eria

ls to

impr

ove

serv

ice

stan

dard

s; im

plem

ent a

trai

n th

e tr

aine

rs p

rogr

am; d

eliv

er c

asca

de tr

aini

ng to

impr

ove

serv

ice

qual

ity in

pr

imar

y an

d se

cond

ary

desti

natio

ns.

2.3.

3

Esta

blis

h qu

ality

stan

dard

s for

staff

man

agem

ent a

nd re

cogn

ition

: dev

elop

and

ado

pt in

tern

ation

al

stan

dard

s for

staff

man

agem

ent a

nd re

cogn

ition

; dev

elop

trai

ning

mat

eria

ls an

d cu

rric

ula;

impl

emen

t a

trai

n th

e tr

aine

rs p

rogr

am; d

eliv

er tr

aini

ng p

rogr

ams i

n pr

imar

y an

d se

cond

ary

desti

natio

ns.

MO

HT, M

TF

MO

HT, M

OE

(§)

MO

HT, M

TF (§

)

2014

–201

5

2015

–202

0

2013

–201

4

Serv

ice

qual

ity st

anda

rds

esta

blish

ed; 1

0,00

0 br

ochu

res

dist

ribut

ed to

priv

ate

and

publ

ic

tour

ism st

akeh

olde

rs.

At le

ast 2

,000

lear

ners

par

ticip

ate

in 4

0 tr

aini

ngs h

eld

in k

ey

desti

natio

ns.

Qua

lity

stan

dard

s est

ablis

hed

for s

taff

man

agem

ent a

nd 5

00

lear

ners

par

ticip

ate

in 2

0 tr

aini

ngs

held

in k

ey d

estin

ation

s.

Appendix 1 55

Stra

tegi

c Pr

ogra

m 3

: Str

engt

hen

Safe

guar

ds a

nd P

roce

dure

s for

Des

tinati

on P

lann

ing

and

Man

agem

ent

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 3.

1: D

evel

op In

nova

tive,

Inte

grat

ed a

nd P

artic

ipat

ory

Appr

oach

es to

Des

tinati

on P

lann

ing

and

Man

agem

ent

3.1.

1 Es

tabl

ish

a co

re p

lann

ing

team

and

fram

ewor

k to

dev

elop

des

tinati

on m

anag

emen

t pla

ns; p

repa

re

term

s of r

efer

ence

and

app

oint

staff

from

rele

vant

min

istrie

s and

stat

e/re

gion

al a

genc

ies t

o th

e pl

anni

ng

team

; con

duct

a re

view

of n

ation

al a

nd in

tern

ation

al g

ood

prac

tice

for p

artic

ipat

ory

and

inte

grat

ed

desti

natio

n m

anag

emen

t pla

nnin

g; u

nder

take

par

ticip

ator

y re

sear

ch in

key

des

tinati

ons t

o de

term

ine

whi

ch m

etho

ds, t

ools

and

appr

oach

es a

re b

est s

uite

d to

spec

ific

loca

tions

.

3.1.

2 De

sign

and

impl

emen

t des

tinati

on m

anag

emen

t pla

ns fo

r key

des

tinati

ons;

iden

tify

infr

astr

uctu

re,

visit

or se

rvic

e ne

eds,

insti

tutio

nal a

rran

gem

ents

and

hum

an re

sour

ces,

pro

duct

mix

and

mar

ketin

g ne

eded

to im

prov

e de

stina

tion

man

agem

ent;

prep

are

and

appr

ove

the

desti

natio

n m

anag

emen

t pla

ns;

faci

litat

e im

plem

enta

tion

of th

e pl

ans b

y lo

cal g

over

nmen

t, DM

Os,

priv

ate

and

civi

l soc

iety

stak

ehol

ders

; im

plem

ent m

onito

ring

prog

ram

to e

valu

ate

the

positi

ve a

nd n

egati

ve so

cial

and

eco

nom

ic im

pact

s of

tour

ism, e

spec

ially

on

loca

l com

mun

ities

.

3.1.

3 De

sign

and

impl

emen

t cap

acity

bui

ldin

g pr

ogra

ms t

o su

ppor

t des

tinati

on m

anag

emen

t: id

entif

y kn

owle

dge

and

skill

nee

ds o

f loc

al st

akeh

olde

rs a

t the

des

tinati

on a

nd si

te le

vels;

del

iver

regu

lar a

nd

sequ

entia

l tra

inin

g on

resp

onsib

le to

urism

man

agem

ent a

t the

des

tinati

on a

nd si

te le

vels

for k

ey

stak

ehol

ders

.

3.1.

4 Pi

lot t

he u

se o

f lim

its o

f acc

epta

ble

chan

ge p

roce

sses

for s

ocia

l and

env

ironm

enta

l im

pact

mon

itorin

g:

unde

rtak

e re

sear

ch to

defi

ne th

e lim

its o

f acc

epta

ble

chan

ge fo

r sel

ect s

ocia

l and

env

ironm

enta

l in

dica

tors

; pilo

t mon

itorin

g sy

stem

s in

four

key

tour

ist d

estin

ation

s.

3.1.

5 De

velo

p in

terp

reta

tion

plan

s for

the

mai

n an

d se

cond

ary

desti

natio

ns: c

ompi

le si

te a

nd d

estin

ation

re

sour

ce in

vent

orie

s (e.

g., t

angi

ble

and

inta

ngib

le h

erita

ge a

nd e

vent

s); i

denti

fy th

e ty

pes,

ch

arac

teris

tics,

and

beh

avio

r of v

isito

rs; i

denti

fy in

terp

retiv

e th

emes

and

key

mes

sage

s; c

reat

e ap

prop

riate

inte

rpre

tive

prog

ram

s and

serv

ices

for d

iffer

ent t

ypes

of v

isito

rs; d

eter

min

e in

nova

tive

inte

rpre

tive

tech

niqu

es a

nd m

edia

that

are

com

patib

le w

ith b

udge

tary

and

hum

an re

sour

ces;

des

ign

and

depl

oy a

mon

itorin

g pr

ogra

m to

eva

luat

e th

e eff

ectiv

enes

s of i

nter

pret

ation

pro

gram

; refi

ne

inte

rpre

tatio

n pl

ans a

s app

ropr

iate

.

MO

HT, M

ON

PED,

M

OEC

F, M

OC,

M

ORA

, sta

te/

regi

onal

go

vern

men

ts (§

)

MO

HT, M

ON

PED,

M

OEC

F, M

OC,

M

ORA

, sta

te/

regi

onal

go

vern

men

ts (§

)

Stat

e/re

gion

al

gove

rnm

ents

, MO

HT,

MO

NPE

D, M

OEC

F, M

OC,

MO

RA (§

)

Stat

e/re

gion

al

gove

rnm

ents

, MO

HT,

MO

CUL,

MTF

(§)

MO

HT, M

OCU

L,

MO

RA, M

OEC

F, st

ate/

regi

onal

go

vern

men

ts (§

)

2013

–201

4

2013

–202

0

2014

–201

7

2014

2014

–201

6

Core

pla

nnin

g te

am e

stab

lishe

d an

d pl

anni

ng a

ppro

ach

for

diffe

rent

des

tinati

ons a

gree

d.

Desti

natio

n m

anag

emen

t pla

ns

appr

oved

and

bei

ng im

plem

ente

d in

four

mai

n an

d fo

ur se

cond

ary

tour

ist d

estin

ation

s.

At le

ast 8

00 p

eopl

e pa

rtici

pate

in

the

resp

onsib

le to

urism

cap

acity

bu

ildin

g pr

ogra

m.

Lim

its o

f acc

epta

ble

chan

ge

esta

blish

ed a

nd m

onito

red

in fo

ur

key

desti

natio

ns.

Visit

or sa

tisfa

ction

and

leng

th o

f st

ay in

crea

ses a

t fou

r des

tinati

ons

whe

re in

terp

reta

tion

plan

s are

be

ing

impl

emen

ted.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 3.

2: S

tren

gthe

n To

uris

m-R

elat

ed S

ocia

l and

Env

ironm

enta

l Saf

egua

rds

3.2.

1 I

mpl

emen

t acti

ons t

o pr

even

t sex

-tou

rism

and

hum

an tr

affick

ing:

pre

pare

a st

atus

repo

rt a

nd

reco

mm

enda

tions

on

the

prev

entio

n of

sex

tour

ism, t

raffi

ckin

g an

d to

urism

’s ne

gativ

e im

pact

s on

child

w

elfa

re; r

evie

w in

tern

ation

al g

ood

prac

tice

for c

omba

ting

sexu

al e

xplo

itatio

n of

chi

ldre

n an

d hu

man

tr

affick

ing;

exp

and

coop

erati

on w

ith in

tern

ation

al o

rgan

izatio

ns su

ppor

ting

prev

entio

n pr

ogra

ms;

im

plem

ent a

ction

s to

com

bat s

exua

l exp

loita

tion

of c

hild

ren

and

all f

orm

s of s

ex to

urism

and

hum

an

traffi

ckin

g th

at b

uild

on

the

2006

-201

5 N

ation

al P

lan

of A

ction

on

the

Prot

ectio

n of

Chi

ldre

n an

d th

e An

ti Tr

affick

ing

in P

erso

ns L

aw; t

rain

pol

ice

office

rs in

pre

venti

on a

nd e

arly

det

ectio

n m

etho

ds.

3.2.

2 St

reng

then

soci

al a

nd e

nviro

nmen

tal s

afeg

uard

pol

icie

s and

impa

ct a

sses

smen

t req

uire

men

ts fo

r to

uris

m in

vest

men

t pro

ject

s: re

view

safe

guar

d po

licie

s and

law

s on

envi

ronm

enta

l and

soci

al im

pact

as

sess

men

t req

uire

men

ts in

clud

ing

safe

guar

ds fo

r the

env

ironm

ent,

invo

lunt

ary

rese

ttle

men

t and

in

dige

nous

peo

ples

; ide

ntify

issu

es a

nd g

aps;

pre

pare

reco

mm

enda

tions

to st

reng

then

safe

guar

d po

licie

s an

d as

sess

men

t and

revi

ew re

quire

men

ts b

ased

on

inte

rnati

onal

goo

d pr

actic

e; re

view

and

app

rove

re

vise

d sa

fegu

ard

polic

ies i

nclu

ding

EIA

and

SIA

requ

irem

ents

for t

ouris

m in

vest

men

t pro

ject

s; tr

ain

offici

als a

nd E

IA a

nd S

IA p

racti

tione

rs o

n th

e im

plem

enta

tion

of th

e ne

w re

quire

men

ts.

3.2.

3 E

nsur

e th

at to

uris

m d

evel

opm

ent p

rom

otes

full

resp

ect f

or th

e di

gnity

, hum

an ri

ghts

, liv

elih

ood

syst

ems a

nd c

ultu

ral u

niqu

enes

s of e

thni

c pe

ople

s: d

evel

op a

pol

icy

and

guid

elin

es to

pro

mot

e eq

uita

ble

parti

cipa

tion

of e

thni

c gr

oups

in to

urism

; rev

iew

cur

rent

law

s, le

gisla

tion

and

indu

stry

pr

actic

es; i

denti

fy is

sues

and

gap

s; d

raft

polic

y an

d co

des o

f con

duct

in c

onsu

ltatio

n w

ith c

omm

unity

le

ader

s and

civ

il so

ciet

y; a

ppro

ve a

nd im

plem

ent p

olic

y; d

istrib

ute

info

rmati

on a

nd e

duca

tion

mat

eria

ls on

the

polic

y to

eth

nic

grou

ps a

nd p

rivat

e op

erat

ors.

3.2.

4 Es

tabl

ish

min

imum

soci

al a

nd e

nviro

nmen

tal s

tand

ards

for t

ouris

m e

nter

pris

es: p

repa

re a

set o

f m

inim

um so

cial

and

env

ironm

enta

l sta

ndar

ds b

ased

on

the

Glob

al S

usta

inab

le To

urism

Crit

eria

; re

view

and

agr

ee o

n th

e st

anda

rds i

n co

nsul

tatio

n w

ith in

dust

ry st

akeh

olde

rs; p

ublis

h an

d di

strib

ute

info

rmati

on a

nd e

duca

tion

mat

eria

ls to

raise

aw

aren

ess o

f the

stan

dard

s.

3.2.

5 Pr

omot

e co

rpor

ate

soci

al re

spon

sibi

lity

and

incl

usiv

e bu

sine

ss p

racti

ces i

n th

e to

uris

m in

dust

ry:

revi

ew, d

evel

op a

nd im

plem

ent a

ppro

pria

te g

uide

lines

for c

orpo

rate

soci

al re

spon

sibili

ty th

roug

h pa

rtici

pato

ry p

roce

sses

; dev

elop

trai

ning

man

uals

and

info

rmati

on a

nd e

duca

tion

mat

eria

ls fo

r use

and

di

ssem

inati

on b

y pr

ivat

e as

soci

ation

s and

ent

erpr

ises.

MO

SWRR

, MO

HT,

stat

e/ re

gion

al

gove

rnm

ents

MO

ECF,

MO

SWRR

, M

OHT

, NGO

s,

stat

e/re

gion

al

gove

rnm

ents

(§)

MO

HA, M

OHT

, M

OC,

MO

BA, M

ORA

; M

OSW

RR,

MO

HT, M

OC,

MO

E,

MO

ECF,

MO

SWRR

, M

TF, N

GOs (

§)

MTF

, MO

HT, M

OC,

M

OEC

F, M

OLE

SS,

MO

SWRR

, NGO

s (§)

2013

–202

0

2013

–202

0

2013

–202

0

2014

–201

5

2014

–201

5

Stat

us re

port

and

re

com

men

datio

ns p

ublis

hed.

N

ation

al p

reve

ntion

pro

gram

ex

pand

ed a

nd a

t lea

st 1

00 p

olic

e offi

cers

trai

ned.

Upd

ated

soci

al a

nd e

nviro

nmen

tal

safe

guar

d po

licie

s and

EIA

and

SIA

re

quire

men

ts a

ppro

ved

and

bein

g im

plem

ente

d.

Polic

y on

eth

nic

parti

cipa

tion

in

the

tour

ism in

dust

ry a

ppro

ved

and

diss

emin

ated

.

Min

imum

soci

al a

nd

envi

ronm

enta

l sta

ndar

ds

appr

oved

and

impl

emen

ted

by

30%

of t

ouris

m e

nter

prise

s.

80%

of M

TF m

embe

rs

impl

emen

ting

corp

orat

e so

cial

re

spon

sibili

ty p

rogr

ams.

Appendix 1 57

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 3.

3: Im

prov

e Zo

ning

in T

ouris

m D

estin

ation

s

3.3.

1 Re

view

the

stat

us o

f hot

el zo

ne d

evel

opm

ent (

e.g.

, Man

dala

y, Ba

gan,

and

Inle

): re

view

pro

gres

s and

iss

ues w

ith h

otel

zone

dev

elop

men

t with

in th

e co

ntex

t of M

yanm

ar’s

resp

onsib

le to

urism

pol

icy;

de

velo

p a

plan

ning

fram

ewor

k th

at h

arm

onize

s hot

el zo

ne p

lann

ing

with

nati

onal

obj

ectiv

es to

pro

tect

na

tura

l and

cul

tura

l her

itage

and

pro

mot

e th

e w

ell-b

eing

of l

ocal

resid

ents

.

3.3.

2 Pr

epar

e zo

ning

pla

ns fo

r key

tour

ist d

estin

ation

s: u

sing

parti

cipa

tory

pro

cess

es p

repa

re b

ase

map

s for

th

e de

stina

tions

and

det

erm

ine

area

s with

impo

rtan

t cul

tura

l and

nat

ural

att

ribut

es in

nee

d of

spec

ial

prot

ecte

d st

atus

; det

erm

ine

suita

ble

land

for d

evel

opm

ent o

f inf

rast

ruct

ure

and

com

mer

cial

acti

vitie

s;

prep

are

rule

s and

regu

latio

ns fo

r eac

h zo

ne; r

evie

w a

nd a

ppro

ve th

e zo

ning

pla

ns; d

evel

op a

nd

diss

emin

ate

info

rmati

on a

nd e

duca

tiona

l mat

eria

ls ab

out t

he zo

nes.

MO

HT, M

TF,

MO

NPE

D, M

OEF

C,

MO

C, M

ORA

, MO

HA,

stat

e/re

gion

al

gove

rnm

ents

(§)

MO

HT, M

OC,

M

OEC

F, M

OHA

, M

ON

PED,

MO

RA,

MO

SWRR

, MTF

, st

ate/

regi

onal

go

vern

men

ts (§

)

2014

–201

5

2014

–201

7

Zona

l pla

nnin

g ap

proa

ch

deve

lope

d an

d ap

plie

d at

all

desti

natio

ns e

xper

ienc

ing

high

vi

sitor

gro

wth

.

Zoni

ng p

lans

app

rove

d fo

r six

key

to

urist

des

tinati

ons.

Key

Obj

ectiv

e 3.

4: D

evel

op A

dapt

ation

Fra

mew

orks

and

Str

ateg

ies o

n To

uris

m a

nd C

limat

e Ch

ange

3.4.

1 Es

tabl

ish

a to

uris

m a

nd c

limat

e ch

ange

man

agem

ent f

ram

ewor

k: c

ondu

ct d

estin

ation

ada

ptati

on

rese

arch

to a

sses

s the

like

ly im

pact

s of c

limat

e ch

ange

on

tour

ism d

estin

ation

s; p

repa

re a

dapt

ation

, m

itiga

tion

and

gree

n gr

owth

stra

tegi

es to

be

impl

emen

ted

in th

ese

desti

natio

ns.

3.4.

2 In

tegr

ate

clim

ate

chan

ge k

now

ledg

e in

to d

estin

ation

pla

ns: i

ncor

pora

te fi

ndin

gs o

f nati

onal

and

re

gion

al v

ulne

rabi

lity

and

adap

tatio

n st

udie

s int

o to

urism

pla

nnin

g an

d de

cisio

n-m

akin

g to

ols a

nd p

lans

at

the

stat

e/re

gion

al, d

estin

ation

, site

and

ent

erpr

ise le

vels.

3.4.

3 Ra

ise

indu

stry

aw

aren

ess o

n em

issi

on m

anag

emen

t: de

velo

p go

od p

racti

ce g

uide

lines

on

emiss

ion

man

agem

ent s

uita

ble

for t

he n

ation

al c

onte

xt; p

repa

re a

nd d

issem

inat

e in

form

ation

and

edu

catio

n m

ater

ials

such

as f

act s

heet

s on

emiss

ion

man

agem

ent t

ools

and

reso

urce

s, in

clud

ing

advi

ce o

n vo

lunt

ary

carb

on o

ffset

s, ta

rgeti

ng d

estin

ation

man

ager

s, e

vent

org

anize

rs a

nd to

urism

ent

erpr

ises.

MO

HT, M

OEC

AF,

MO

IN, n

ation

al

univ

ersiti

es, M

TF (§

)

MO

HT, M

OEP

, M

OEC

F, M

OIN

, un

iver

sities

(§)

MO

HT, M

OEP

, MO

IN,

MO

ECAF

, MTF

2013

–201

4

2015

–202

0

2015

–201

2

Gree

n gr

owth

stra

tegi

es b

eing

im

plem

ente

d in

at l

east

thre

e de

stina

tions

.

Site

, des

tinati

on a

nd re

gion

al

tour

ism p

lans

inco

rpor

ate

reco

mm

enda

tions

of r

egio

nal

vuln

erab

ility

stud

ies

Nati

onal

gui

delin

es o

n em

issio

n m

anag

emen

t dev

elop

ed a

nd

wid

ely

diss

emin

ated

.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 3.

5: P

rom

ote

Inno

vativ

e an

d G

reen

Tec

hnol

ogie

s in

Tour

ism

3.5.

1 Pr

omot

e gr

een

tech

nolo

gies

in a

ccom

mod

ation

and

MIC

E su

bsec

tors

: rev

iew

inte

rnati

onal

st

anda

rds a

nd g

ood

prac

tice

for p

rom

oting

inno

vativ

e gr

een

tech

nolo

gies

to re

duce

the

use

of

ener

gy a

nd w

ater

and

impr

ove

man

agem

ent o

f sol

id w

aste

; ana

lyze

and

reco

mm

end

suita

ble

tech

nolo

gies

for u

se in

Mya

nmar

; pro

mot

e su

itabl

e gr

een

tech

nolo

gy a

t all

tour

ism a

nd h

ospi

talit

y m

eetin

gs a

nd c

onve

ntion

s; c

onve

ne a

n an

nual

con

fere

nce

on in

nova

tive

gree

n te

chno

logi

es; p

rovi

de

ince

ntive

s suc

h as

tax

redu

ction

s and

affo

rdab

le fi

nanc

ing

for i

nves

tors

inte

rest

ed in

ado

pting

gr

een

tech

nolo

gies

; con

duct

an

info

rmati

on a

nd a

war

enes

s cam

paig

n on

the

adva

ntag

es o

f gre

en

tech

nolo

gies

targ

eting

tour

ism e

nter

prise

s; e

xpan

d im

plem

enta

tion

of th

e AS

EAN

Gre

en H

otel

St

anda

rd.

3.5.

2 Pr

omot

e ar

chite

ctur

e an

d fa

ciliti

es d

esig

n th

at m

eets

the

need

s of p

eopl

e w

ith d

isab

ilitie

s: p

repa

re

natio

nal g

uide

lines

to su

ppor

t exp

ansio

n of

bar

rier-f

ree

tour

ism; p

rovi

de in

centi

ves s

uch

as ta

x re

ducti

ons a

nd a

fford

able

fina

nce

to su

ppor

t an

incr

ease

in th

e av

aila

bilit

y of

tour

ist fa

ciliti

es th

at a

re

acce

ssib

le to

peo

ple

with

disa

biliti

es; i

mpl

emen

t an

info

rmati

on a

nd e

duca

tion

cam

paig

n on

bar

rier-

free

tour

ism ta

rgeti

ng a

rchi

tect

s, a

ccom

mod

ation

pro

vide

rs, a

nd to

ur o

pera

tors

.

MO

HT, M

OEP

, M

OCO

N, M

TF

MO

HT, M

OFR

, M

OSW

RR, M

TF

2014

–202

0

2014

–202

0

50%

of h

otel

s ado

pt so

me

form

of

gre

en te

chno

logy

and

25%

ac

hiev

e AS

EAN

Gre

en H

otel

St

anda

rd.

At le

ast 4

0% o

f tou

rist f

acili

ties

are

acce

ssib

le to

peo

ple

with

di

sabi

lities

.

Key

Obj

ectiv

e 3.

6: S

tren

gthe

n Co

mm

unity

Invo

lvem

ent i

n To

uris

m

3.6.

1 St

reng

then

nati

onal

pol

icie

s to

empo

wer

and

invo

lve

loca

l com

mun

ities

and

eth

nic

grou

ps in

to

uris

m p

lann

ing

and

man

agem

ent:

prep

are

a na

tiona

l pol

icy

on c

omm

unity

invo

lvem

ent i

n to

urism

to

com

plem

ent t

he M

yanm

ar R

espo

nsib

le To

urism

Pol

icy;

des

ign

and

impl

emen

t dem

onst

ratio

n pr

ojec

ts th

at p

rom

ote

parti

cipa

tion

of w

omen

, eth

nic

grou

ps a

nd th

e po

or in

the

tour

ism in

dust

ry;

ensu

re w

omen

, eth

nic

grou

ps a

nd th

e po

or h

ave

equa

l opp

ortu

nitie

s to

parti

cipa

te in

and

ben

efit

from

the

tour

ism in

dust

ry.

3.6.

2 De

sign

and

impl

emen

t com

mun

ity-b

ased

tour

ism

pilo

t pro

ject

s: id

entif

y po

tenti

al ta

rget

are

as a

nd

com

mun

ities

; ver

ify p

rodu

ct d

eman

d w

ith to

ur c

ompa

nies

and

tour

ists;

con

sult

with

com

mun

ities

an

d pr

ivat

e op

erat

ors o

n th

eir n

eeds

for C

BT d

evel

opm

ent;

desig

n CB

T pi

lot p

rogr

ams w

ith a

n em

phas

is on

loca

l par

ticip

ation

and

ow

ners

hip;

car

ry o

ut tr

aini

ng n

eeds

ass

essm

ent;

prov

ide

capa

city

bui

ldin

g pr

ogra

ms;

faci

litat

e ne

twor

ks b

etw

een

loca

l com

mun

ities

and

oth

er st

akeh

olde

rs

incl

udin

g lo

cal g

over

nmen

t, ac

adem

ic in

stitu

tions

, tou

rism

bus

ines

ses a

nd N

GOs t

o su

ppor

t pr

ojec

t im

plem

enta

tion;

des

ign

and

cond

uct m

onito

ring

syst

ems t

o ev

alua

te e

cono

mic

, soc

ial a

nd

envi

ronm

enta

l im

pact

s ; sh

are

resu

lts w

ith st

akeh

olde

rs a

nd m

odify

the

CBT

appr

oach

es; p

rom

ote

know

ledg

e sh

arin

g be

twee

n co

mm

uniti

es a

nd a

mon

g M

yanm

ar a

nd n

eigh

borin

g co

untr

ies;

pro

mot

e de

velo

pmen

t of m

ulti-

coun

try

CBT

itine

rarie

s.

MO

HT, M

OC,

M

OLE

SS,

stat

e/re

gion

al

gove

rnm

ents

(§)

MHT

, MTF

, st

ate/

regi

onal

go

vern

men

ts (§

)

2013

–202

0

2014

–202

0

Nati

onal

pol

icy

appr

oved

and

be

ing

impl

emen

ted

in a

ll to

urist

de

stina

tions

.

At le

ast 1

0 pi

lot C

BT p

rogr

ams

desig

ned

and

impl

emen

ted.

Appendix 1 59

Stra

tegi

c Pr

ogra

m 4

: Dev

elop

Qua

lity

Prod

ucts

and

Ser

vice

sKe

y O

bjec

tives

and

Acti

vitie

sLe

ad A

genc

ies

Tim

e fr

ame

Perf

orm

ance

Indi

cato

rs

Key

Obj

ectiv

e 4.

1: D

esig

n To

uris

m P

rodu

ct D

evel

opm

ent S

trat

egie

s

4.1.

1 As

sess

pro

duct

pot

entia

l: co

nduc

t pro

duct

dev

elop

men

t res

earc

h; p

repa

re S

WO

T an

alys

is to

iden

tify

and

prio

ritize

pot

entia

l pro

duct

s; d

iscus

s and

ver

ify re

sults

with

inbo

und

and

outb

ound

tour

ope

rato

rs

and

usin

g so

cial

med

ia.

4.1.

2 Re

sear

ch to

uris

t moti

vatio

ns a

nd b

ehav

iors

: con

duct

rese

arch

on

dom

estic

and

inte

rnati

onal

mar

ket

segm

ents

; eva

luat

e po

tenti

al in

tere

st in

new

pro

duct

s and

serv

ices

; disc

uss a

nd v

erify

resu

lts w

ith

inbo

und

and

outb

ound

tour

ope

rato

rs a

nd u

sing

soci

al m

edia

.

4.1.

3

Prep

are

prod

uct d

evel

opm

ent s

trat

egie

s: b

ased

on

resu

lts o

f acti

vitie

s 4.1

.1 a

nd 4

.1.2

pre

pare

st

rate

gies

for d

evel

opin

g va

rious

tour

pro

duct

s and

serv

ices

such

as a

dven

ture

tour

ism, v

olun

teer

to

urism

, pilg

rimag

e an

d m

edita

tion

tour

ism, c

ruise

tour

ism, c

ulin

ary

tour

ism, M

ICE

tour

ism a

nd

educ

ation

al to

urism

.

4.1.

4 Im

plem

ent s

trat

egie

s to

dive

rsify

the

prod

uct b

ase

and

impr

ove

qual

ity: p

repa

re te

rms o

f ref

eren

ce

and

esta

blish

mul

tisec

tor p

ublic

–priv

ate

prod

uct d

evel

opm

ent t

askf

orce

s; a

ppoi

nt C

hairp

erso

n an

d M

OHT

“Pr

oduc

t Dev

elop

men

t Coo

rdin

ator

s” fo

r eac

h ta

skfo

rce;

del

iver

sem

inar

s and

trai

ning

pro

gram

s to

bui

ld c

apac

ity fo

r pro

duct

dev

elop

men

t, iti

nera

ry b

uild

ing,

mar

ketin

g an

d de

velo

ping

bus

ines

s-to

-bu

sines

s lin

kage

s bet

wee

n in

boun

d to

ur o

pera

tors

and

gen

erati

ng m

arke

ts.

MO

HT, M

TF, n

ation

al

univ

ersiti

es (§

)

MO

HT, M

TF, n

ation

al

univ

ersiti

es (§

)

MO

HT, M

TF (§

)

MTF

, MO

HT (§

)

2013

–201

4

2014

–202

0

2014

–201

6

2015

–202

0

Repo

rt o

n re

sults

of p

rodu

ct

deve

lopm

ent r

esea

rch

publ

ished

.

Annu

al re

port

on

tour

ist

moti

vatio

ns a

nd b

ehav

iors

pu

blish

ed.

Deve

lopm

ent s

trat

egie

s pre

pare

d fo

r eig

ht p

rodu

ct ty

pes.

Prod

uct t

askf

orce

s for

med

an

d 20

sem

inar

s hel

d w

ith 8

00

parti

cipa

nts.

Key

Obj

ectiv

e 4.

2: D

evel

op a

n Ec

otou

rism

Man

agem

ent S

trat

egy

for P

rote

cted

Are

as

4.2.

1 Pr

epar

e an

Eco

tour

ism

Str

ateg

y fo

r Pro

tect

ed A

reas

: rev

iew

cur

rent

stat

us o

f nat

ure-

base

d to

urism

and

to

urism

acti

vity

in a

nd a

roun

d pr

otec

ted

area

s; a

sses

s opti

ons a

nd o

ppor

tuni

ties t

o ex

pand

eco

tour

ism

deve

lopm

ent i

n an

d ar

ound

pro

tect

ed a

reas

; ver

ify o

ppor

tuni

ties w

ith p

rivat

e op

erat

ors;

pre

pare

, ap

prov

e an

d di

ssem

inat

e co

nten

t of t

he st

rate

gy.

4.2.

2 Pr

epar

e gu

idel

ines

for e

colo

dges

in p

rote

cted

are

as: r

evie

w in

tern

ation

al g

ood

prac

tice

and

prep

are

natio

nal g

uide

lines

for e

colo

dge

deve

lopm

ent i

n pr

otec

ted

area

s; id

entif

y op

port

uniti

es to

est

ablis

h va

lue-

chai

n lin

kage

s with

surr

ound

ing

com

mun

ities

; sur

vey

and

sele

ct si

tes f

or d

evel

opm

ent;

prep

are

leas

e ag

reem

ents

and

ince

ntive

s to

attra

ct p

rivat

e in

vest

ors;

faci

litat

e pa

rtne

rshi

p ag

reem

ents

bet

wee

n ec

olod

ge o

pera

tors

and

loca

l com

mun

ities

to su

ppor

t bio

dive

rsity

con

serv

ation

.

MO

ECF,

MO

HT, M

TF

(§)

MO

ECF,

MO

HT, M

TF

(§)

2014

2014

–201

5

Appr

oved

Nati

onal

Eco

tour

ism

Stra

tegy

pub

lishe

d.

Appr

oved

gui

delin

es p

ublis

hed

and

10 si

tes i

denti

fied

for

inve

stm

ent.

Key

Obj

ectiv

e 4.

3: S

tren

gthe

n To

uris

m-R

elat

ed S

uppl

y Ch

ains

4.3.

1 Im

prov

e lin

kage

s bet

wee

n lo

cal p

rodu

cers

and

the

tour

ism

indu

stry

: res

earc

h lin

kage

s bet

wee

n th

e to

urism

indu

stry

and

loca

l com

mun

ities

as s

uppl

iers

of g

oods

and

serv

ices

such

as f

arm

pro

duct

s,

hand

icra

fts, f

ood

and

beve

rage

s, c

ultu

ral p

erfo

rman

ces,

and

tran

spor

tatio

n se

rvic

es; b

ased

on

the

anal

ysis

desig

n an

d im

plem

ent p

ilot p

roje

cts t

o de

mon

stra

te h

ow to

exp

and

acce

ss to

tour

ism su

pply

ch

ains

for l

ocal

pro

duce

rs a

nd se

rvic

e pr

ovid

ers.

MO

C, M

OCO

P, M

OAI

, M

OHT

(§)

2014

–201

8 Si

x pi

lot p

roje

cts i

mpl

emen

ted

with

5,0

00 lo

cal e

ntre

pren

eurs

be

nefiti

ng fr

om im

prov

ed a

cces

s to

tour

ist su

pply

cha

ins.


Stra

tegi

c Pr

ogra

m 5

: Im

prov

e Co

nnec

tivity

and

Tou

rism

–Rel

ated

Infr

astr

uctu

reKe

y O

bjec

tives

and

Acti

vitie

sLe

ad A

genc

ies

Tim

e fr

ame

Perf

orm

ance

Indi

cato

rs

Key

Obj

ectiv

e 5.

1: P

rom

ote

Com

plem

enta

ry E

xpan

sion

of t

he A

viati

on a

nd T

ouris

m In

dust

ries

5.1.

1 As

sess

the

capa

bilit

y of

Yan

gon’

s acc

omm

odati

on su

bsec

tor t

o ha

ndle

exp

andi

ng a

viati

on c

apac

ity:

dete

rmin

e ac

com

mod

ation

stoc

k in

Yan

gon;

pre

pare

fore

cast

s of t

he a

ccom

mod

ation

subs

ecto

r’s

expa

nsio

n to

202

0; b

ased

on

the

anal

ysis

deve

lop

mea

sure

s to

harm

onize

futu

re g

row

th in

air-

seat

ca

paci

ty w

ith th

e av

aila

bilit

y of

acc

omm

odati

on st

ock.

5.1.

2 Pr

omot

e di

rect

inte

rnati

onal

flig

hts i

nto

Man

dala

y an

d N

ay P

yi T

aw: p

rovi

de in

centi

ves f

or

inte

rnati

onal

airl

ines

and

cha

rter

airc

raft

to o

pera

te d

irect

flig

hts t

o M

anda

lay

and

Nay

Pyi

Taw

.

5.1.

3 Re

view

pol

icy

on in

tern

ation

al fl

ight

s int

o Ba

gan

and

Inle

Lak

e (H

eho)

: pre

pare

a re

view

of c

urre

nt

polic

y on

inte

rnati

onal

flig

hts i

nto

the

two

airp

orts

; ass

ess t

he c

apac

ity o

f tou

rism

-rel

ated

man

agem

ent

syst

ems a

nd th

e ac

com

mod

ation

subs

ecto

r to

cope

with

dire

ct fl

ight

s fro

m in

tern

ation

al g

ener

ating

m

arke

ts.

5.1.

4 Co

nduc

t a re

view

of t

he in

tern

ation

al d

omes

tic a

viati

on in

dust

ry: r

evie

w a

nd re

com

men

d im

prov

emen

ts to

cur

rent

routi

ng, i

nfra

stru

ctur

e an

d gr

ound

serv

ices

with

a v

iew

to im

prov

ing

safe

ty,

secu

rity

and

serv

ice;

reco

mm

end

mea

sure

s nee

ded

to a

llow

dai

ly fl

ight

s to

orig

inat

e at

loca

tions

oth

er

than

Yan

gon.

5.1.

5 U

pgra

de d

omes

tic a

irpor

t ter

min

als a

nd se

rvic

es: b

ased

on

the

reco

mm

enda

tions

of t

he a

viati

on

indu

stry

revi

ew u

pgra

de in

fras

truc

ture

and

serv

ices

at d

omes

tic a

ir te

rmin

als;

pro

mot

e pu

blic

–priv

ate

part

ners

hips

for t

he m

anag

emen

t and

upg

radi

ng o

f ter

min

als o

r dev

elop

men

t of n

ew fa

ciliti

es.

MO

HT, M

OT

MO

T

MO

T, M

OHT

, st

ate/

regi

onal

go

vern

men

ts

MO

T

MO

T

2013

–201

4

2013

–202

0

2013

–201

4

2014

–201

5

2014

–202

0

Mea

sure

s to

harm

onize

ex

pans

ion

of a

ir-se

at c

apac

ity a

nd

acco

mm

odati

on st

ock

in Y

ango

n im

plem

ente

d.

Incr

ease

d in

tern

ation

al a

ir se

at-

capa

city

to M

anda

lay

and

Nay

Py

i Taw

.

Polic

y re

view

pub

lishe

d.

Revi

ew p

ublis

hed.

At l

east

one

da

ily fl

ight

orig

inati

ng in

the

mai

n to

urist

des

tinati

ons.

At le

ast t

hree

dom

estic

term

inal

s up

grad

ed o

r new

ly d

evel

oped

by

2017

.

Key

Obj

ectiv

e 5.

2: E

nsur

e To

uris

m is

Incl

uded

as a

Key

Ele

men

t of t

he N

ation

al T

rans

port

ation

Str

ateg

y

5.2.

1 In

tegr

ate

tour

ism

into

nati

onal

road

impr

ovem

ent p

lann

ing:

con

sult

with

tour

ope

rato

rs to

prio

ritize

fo

r im

prov

emen

t nati

onal

road

s lin

king

are

as o

f hig

h to

uristi

c va

lue;

iden

tify

whe

re a

cces

s roa

ds a

nd

amen

ities

are

nee

ded

to fa

cilit

ate

deve

lopm

ent o

f tou

rist a

ttra

ction

s situ

ated

alo

ng th

e m

ain

and

seco

ndar

y tr

ansp

ort a

rter

ies;

iden

tify

road

way

s with

hig

h sc

enic

val

ue a

nd p

ut m

easu

res i

n pl

ace

to

cons

erve

thei

r tou

ristic

val

ue.

MO

T, M

OCO

N,

MO

HT, M

TF (§

)20

14–2

020

Tour

ism is

mai

nstr

eam

ed in

to

natio

nal r

oad

impr

ovem

ent

prog

ram

s.

Appendix 1 61

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

5.2.

2 In

tegr

ate

tour

ism

into

nati

onal

railw

ay im

prov

emen

t pla

nnin

g: c

onsu

lt w

ith to

ur o

pera

tors

to p

rioriti

ze

for i

mpr

ovem

ent r

ail r

oute

s bet

wee

n lo

catio

ns o

f hig

h to

uristi

c va

lue;

ens

ure

tour

ism-r

elat

ed is

sues

ar

e ad

equa

tely

refle

cted

in ra

il tr

ansp

ort s

tudi

es, i

nclu

ding

the

valu

e of

railw

ays i

n su

ppor

ting

a lo

wer

-ca

rbon

tour

ism e

cono

my;

pro

mot

e in

vest

men

t in

railw

ays a

nd ro

lling

stoc

k w

ith sl

eepi

ng fa

ciliti

es a

nd

com

part

men

ts; s

eek

priv

ate

inve

stm

ent i

n ni

che

luxu

ry m

arke

t rai

l ser

vice

s bet

wee

n ke

y de

stina

tions

.

5.2.

3 En

sure

ade

quat

e lo

cal t

ouris

m tr

ansp

orta

tion

serv

ices

are

ava

ilabl

e: p

repa

re a

stud

y on

the

avai

labi

lity,

cos

t and

qua

lity

of lo

cal t

ouris

m tr

ansp

orta

tion

serv

ices

at k

ey d

estin

ation

s; in

tegr

ate

reco

mm

enda

tions

into

nati

onal

and

des

tinati

on le

vel t

rans

port

ation

pla

nnin

g; st

ream

line

proc

esse

s for

iss

uing

and

app

rovi

ng m

eter

ed ta

xi li

cens

es a

t all

leve

ls; p

rom

ote

the

expa

nsio

n of

wid

ely

acce

ssib

le a

nd

envi

ronm

enta

lly fr

iend

ly lo

cally

ope

rate

d tr

ansp

orta

tion

serv

ices

at t

he d

estin

ation

leve

l.

MO

RT, M

OHT

, MTF

(§

)

MO

T, M

TF

2014

–202

0

2014

–202

0

Tour

ism is

mai

nstr

eam

ed in

na

tiona

l rai

lway

impr

ovem

ent

prog

ram

s.

Avai

labi

lity,

qua

lity

and

com

petiti

vene

ss o

f tou

rism

tr

ansp

orta

tion

serv

ices

incr

ease

in

all

key

tour

ist d

estin

ation

s.

Key

Obj

ectiv

e 5.

3: Im

prov

e To

uris

m-R

elat

ed In

fras

truc

ture

to P

rom

ote

Bala

nced

and

Incl

usiv

e G

row

th

5.3.

1

Prom

ote

inve

stm

ent i

n fe

eder

road

s to

tour

ist a

ttra

ction

s: p

repa

re fe

asib

ility

stud

ies f

or ro

ad

impr

ovem

ent p

roje

cts t

hat a

re li

nked

to d

estin

ation

man

agem

ent p

lans

in k

ey lo

catio

ns (e

.g. B

agan

, In

le, K

yain

gton

, and

Nga

pali)

; sou

rce

publ

ic fi

nanc

ing

for p

riorit

y pr

ojec

ts; d

evel

op su

stai

nabl

e fin

ance

mec

hani

sms f

or o

pera

tions

and

mai

nten

ance

.

5.3.

2 De

velo

p riv

er p

iers

and

seap

orts

with

pas

seng

er fa

ciliti

es a

t key

loca

tions

: (e.

g., B

agan

, Inl

e La

ke,

Kaw

thau

ng, a

nd M

anda

lay)

pre

pare

feas

ibili

ty st

udie

s for

dev

elop

men

t of r

iver

pie

rs a

nd se

apor

ts th

at

are

linke

d to

des

tinati

on m

anag

emen

t pla

ns; p

rom

ote

publ

ic a

nd p

rivat

e in

vest

men

t to

deve

lop

and

oper

ate

the

faci

lities

and

rela

ted

serv

ices

; dev

elop

sust

aina

ble

finan

ce m

echa

nism

s for

ope

ratio

ns a

nd

mai

nten

ance

.

5.3.

3 Im

prov

e th

e co

vera

ge a

nd re

liabi

lity

of In

tern

et se

rvic

es in

tour

ist d

estin

ation

s: p

rom

ote

publ

ic a

nd

priv

ate

inve

stm

ent t

o ex

pand

bro

adba

nd a

nd m

obile

Inte

rnet

serv

ices

in a

ll to

urist

des

tinati

ons;

pro

vide

te

chni

cal s

uppo

rt a

nd in

centi

ves t

o in

crea

se th

e nu

mbe

r of t

ouris

m-r

elat

ed e

nter

prise

s usin

g th

e In

tern

et fo

r bus

ines

s ser

vice

s, m

arke

ting,

and

kno

wle

dge

shar

ing;

impl

emen

t inf

orm

ation

and

edu

catio

n ca

mpa

igns

on

good

pra

ctice

gui

delin

es fo

r Int

erne

t use

by

tour

ism-r

elat

ed e

nter

prise

s; p

rom

ote

deve

lopm

ent o

f loc

al w

ebsit

e de

sign

and

mai

nten

ance

indu

strie

s.

Stat

e/re

gion

al

gove

rnm

ents

, MO

T,

MO

CON

, MO

BA,

MO

HT (§

)

Stat

e/re

gion

al

gove

rnm

ents

, MO

T,

MO

CON

, MO

HT (§

)

MO

CIT,

MO

HT, M

TF

2014

–202

0

2014

–202

0

2013

–202

0

At le

ast 1

0 in

vest

men

t pro

ject

s to

impr

ove

feed

er ro

ads t

o to

urist

att

racti

ons a

ppro

ved.

Four

rive

r pie

r/se

apor

t in

vest

men

ts p

roje

cts a

ppro

ved.

Loca

l bus

ines

ses a

nd to

urist

s hav

e ac

cess

to e

ffici

ent a

nd re

liabl

e In

tern

et se

rvic

es in

all

tour

ist

desti

natio

ns.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

5.3.

4 De

velo

p/im

prov

e fa

ciliti

es fo

r sto

rage

and

trea

tmen

t of s

olid

was

te a

nd w

aste

wat

er: p

repa

re

feas

ibili

ty st

udie

s on

the

impr

ovem

ent/

deve

lopm

ent o

f fac

ilitie

s nee

ded

to st

ore

and

trea

t sol

id

was

te a

nd w

aste

wat

er a

t key

tour

ist d

estin

ation

s; d

esig

n an

d im

plem

ent s

trat

egie

s to

redu

ce w

aste

an

d ex

pand

the

cove

rage

of e

nviro

nmen

tal s

ervi

ces;

pro

mot

e pu

blic

and

priv

ate

inve

stm

ent w

ith

appr

opria

te in

centi

ves t

o ex

pand

the

cove

rage

, rel

iabi

lity

and

affor

dabi

lity

of e

nviro

nmen

tal s

ervi

ces.

5.3.

5 Im

prov

e th

e co

vera

ge a

nd re

liabi

lity

of e

lect

ricity

supp

ly a

t key

des

tinati

ons:

pre

pare

feas

ibili

ty

stud

ies f

or im

prov

ed g

ener

ation

, tra

nsm

issio

n an

d di

strib

ution

of e

lect

ricity

in k

ey to

urist

des

tinati

ons;

pr

omot

e pu

blic

and

priv

ate

inve

stm

ent i

n po

wer

gen

erati

on, t

rans

miss

ion

and

dist

ributi

on, i

nclu

ding

in

depe

nden

t pow

er p

rodu

cers

and

off-

grid

tech

nolo

gies

.

Stat

e/re

gion

al

gove

rnm

ents

, and

DM

Os (

§)

MO

EP, D

MO

s,

stat

e/re

gion

al

gove

rnm

ents

2014

–202

0

2014

–201

7

At le

ast 1

0 in

vest

men

t pro

ject

s to

impr

ove

envi

ronm

enta

l ser

vice

s in

six

key

tour

ist d

estin

ation

s ap

prov

ed.

Relia

ble

elec

tric

ity su

pply

in a

ll m

ain

tour

ist d

estin

ation

s.

Key

Obj

ectiv

e 5.

4: P

rogr

essi

vely

Eas

e Ba

rrie

rs to

Vis

itor E

ntry

and

Inte

rnal

Tra

vel

5.4.

1 Ex

pand

the

avai

labi

lity

of to

uris

t vis

a on

arr

ival

serv

ices

: ass

ess t

he c

apac

ity o

f the

tour

ism in

dust

ry to

eff

ectiv

ely

man

age

the

expe

cted

incr

emen

tal i

ncre

ases

in v

isito

r arr

ival

s fro

m e

xpan

ding

the

avai

labi

lity

of to

urist

visa

on

arriv

al a

t int

erna

tiona

l airp

orts

, lan

d bo

rder

s and

sea

port

s; b

ased

on

the

asse

ssm

ent

esta

blish

an

appr

opria

te ti

me

fram

e to

exp

and

tour

ist v

isa o

n ar

rival

serv

ices

for:

(i) a

dditi

onal

sour

ce

mar

kets

ent

erin

g at

inte

rnati

onal

airp

orts

, (ii)

prio

rity

sour

ce m

arke

ts e

nter

ing

at la

nd b

orde

rs; (

iii)

prio

rity

sour

ce m

arke

ts e

nter

ing

at se

apor

ts; i

mpr

ove

the

infr

astr

uctu

re a

nd in

form

ation

tech

nolo

gy

need

ed to

effi

cien

tly p

roce

ss to

urist

visa

s at a

ll pl

aces

of e

ntry

; tra

in im

mig

ratio

n offi

cers

to im

prov

e m

anag

emen

t of t

he v

isa o

n ar

rival

syst

em.

5.4.

2 Pr

ovid

e vi

sa e

xten

sion

serv

ice

to v

isito

rs a

lread

y in

the

coun

try:

est

ablis

h an

app

ropr

iate

tim

e fra

me

to

intr

oduc

e to

urist

visa

ext

ensio

n se

rvic

es fo

r visi

tors

alre

ady

in th

e co

untr

y; tr

ain

imm

igra

tion

office

rs to

im

plem

ent i

n-co

untr

y sy

stem

s to

exte

nd to

urist

visa

s.

5.4.

3 In

trod

uce/

expa

nd th

e e-

visa

syst

em fo

r tou

rists

: est

ablis

h an

app

ropr

iate

tim

e fra

me

to e

xpan

d th

e av

aila

bilit

y of

tour

ist e

-visa

s; tr

ain

imm

igra

tion

office

rs a

nd se

rvic

e pr

ovid

ers t

o im

plem

ent a

nd m

onito

r th

e e-

visa

syst

em.

5.4.

4 Pr

omot

e to

uris

m in

all

stat

es a

nd re

gion

s: re

view

trav

el re

stric

tions

on

visit

or m

ovem

ents

and

re

quire

men

ts fo

r spe

cial

per

miss

ion

to v

isit r

estr

icte

d ar

eas;

raise

aw

aren

ess o

f ben

efits

and

con

stra

ints

of

tour

ism a

ctivi

ty a

mon

g ke

y st

akeh

olde

rs; r

aise

aw

aren

ess o

f tra

vel c

ondi

tions

in p

revi

ously

rest

ricte

d ar

eas a

mon

g ta

rget

aud

ienc

es; p

rom

ote

tour

ism-r

elat

ed in

vest

men

t in

prev

ious

ly re

stric

ted

area

s.

MO

IP, M

OHA

, MO

HT

(§)

MO

IP, M

OHA

, MO

HT

MO

IP, M

OHA

, MO

HT

Stat

e/re

gion

al

gove

rnm

ents

, MO

IP,

MO

BA, M

ON

PED,

M

OHT

, MTF

2014

2014

–201

5

2014

2014

–202

0

Visa

on

arriv

al sy

stem

exp

ande

d an

d st

ream

lined

for p

riorit

y m

arke

ts.

In-c

ount

ry v

isa e

xten

sion

serv

ices

av

aila

ble.

E-vi

sa se

rvic

es a

vaila

ble

for

tour

ists.

Trav

el re

stric

tions

in e

mer

ging

de

stina

tions

eas

ed.

Appendix 1 63

Stra

tegi

c Pr

ogra

m 6

: Bui

ldin

g th

e Im

age,

Pos

ition

, and

Bra

nd o

f Tou

rism

Mya

nmar

Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

Key

Obj

ectiv

e 6.

1: D

eter

min

e th

e Su

pply

, Dem

and,

and

Gap

Cha

ract

eris

tics o

f Mya

nmar

’s Tr

avel

and

Tou

rism

Sys

tem

6.1.

1 Cr

eate

and

em

pow

er a

mul

tisec

tor T

TA: o

btai

n an

d be

com

e pr

ofici

ent i

n th

e us

e of

net

wor

ked

hard

war

e an

d so

ftwar

e fo

r the

rapi

d re

ceip

t, an

alys

is an

d di

sper

sion

of m

arke

t int

ellig

ence

, inc

ludi

ng

visit

or a

rriv

als a

nd m

ovem

ents

aro

und

the

coun

try;

pro

vide

det

aile

d m

arke

t int

ellig

ence

to T

ECB

and

othe

r tou

rism

indu

stry

stak

ehol

ders

; dev

elop

exp

ertis

e in

mar

ket r

esea

rch

and

mea

sure

men

t te

chni

ques

, ana

lysis

, and

diss

emin

ation

of d

ata

and

tacti

cal e

lem

ents

of t

he m

arke

ting

proc

ess;

wor

k w

ith p

ublic

and

priv

ate

stak

ehol

ders

to d

eter

min

e an

d ad

dres

s gap

s in

mar

ket i

ntel

ligen

ce g

athe

ring

proc

esse

s; d

esig

n an

d im

plem

ent a

ppro

pria

te m

echa

nism

s to

adm

inist

er v

isito

r sur

veys

.

6.1.

2 Im

prov

e m

arke

t int

ellig

ence

syst

ems:

rede

sign

and

depl

oy th

e in

tern

ation

al a

rriv

al/d

epar

ture

car

d to

ca

ptur

e re

leva

nt a

nd ti

mel

y m

arke

t int

ellig

ence

; dev

elop

and

intr

oduc

e m

echa

nism

s to

mea

sure

, tra

ck,

and

repo

rt o

n co

nsum

er sa

tisfa

ction

with

serv

ice

qual

ity le

vels;

trac

k an

d m

easu

re c

hang

es in

con

sum

er

senti

men

t abo

ut M

yanm

ar.

Min

istr

y of

Pr

esid

ent’s

Offi

ce,

TECB

, MO

HT, M

MC,

M

OIP

, MO

NPE

D,

MO

HA (§

)

TTA,

MO

IP, M

OHT

MO

IN, M

MC

2013

–202

0

2014

–202

0

TTA

esta

blish

ed a

nd p

rovi

ding

tim

ely,

accu

rate

and

rele

vant

m

arke

t int

ellig

ence

repo

rts.

Sem

i-ann

ual m

arke

t int

ellig

ence

re

port

inco

rpor

ating

exp

ande

d da

ta p

ublis

hed.

Key

Obj

ectiv

e 6.

2: C

reat

e a

Stra

tegi

c M

arke

ting

Map

for M

yanm

ar

6.2.

1 De

velo

p m

arke

ting

stra

tegi

es a

nd ta

ctics

: tra

in st

aff in

stra

tegi

c an

d ta

ctica

l com

pone

nts o

f the

m

arke

ting

proc

ess;

det

erm

ine

and

alig

n M

yanm

ar’s

curr

ent m

arke

ting

map

with

stak

ehol

der n

eeds

; as

sess

pre

ferr

ed p

ositi

on; d

evel

op te

chno

logy

-led

stra

tegi

es to

add

ress

issu

es o

f seg

men

tatio

n,

seas

onal

ity, d

isper

sion,

leng

th o

f sta

y, an

d yi

eld.

TTA,

MM

C, M

OHT

2014

–202

0M

arke

ting

stra

tegi

es c

ontr

ibut

e to

a re

ducti

on in

seas

onal

ity a

nd

impr

oved

geo

grap

hica

l spr

ead

of

visit

ors.

Key

Obj

ectiv

e 6.

3: R

aise

Inte

rnal

Aw

aren

ess o

f Res

pons

ible

Tou

rism

6.3.

1 Ra

ise

natio

nal a

war

enes

s of t

he v

alue

of t

ouris

m, i

ndus

try

perf

orm

ance

, and

the

impo

rtan

ce o

f se

rvic

e as

an

esse

ntial

ele

men

t of t

he to

uris

m sy

stem

: con

duct

an

info

rmati

on a

nd e

duca

tion

cam

paig

n in

clud

ing

wor

ksho

ps, s

emin

ars,

and

use

of p

opul

ar m

edia

to d

issem

inat

e in

form

ation

on

the

tour

ism

indu

stry

and

the

impo

rtan

ce o

f qua

lity

serv

ice

for t

ouris

m; p

repa

re a

nd d

issem

inat

e m

onth

ly p

ress

re

leas

es o

n th

e st

ate

of to

urism

in M

yanm

ar; d

evel

op a

targ

eted

med

ia c

ampa

ign

to fa

cilit

ate

publ

ic a

nd

priv

ate

enga

gem

ent i

n to

urism

.

6.3.

2 Ra

ise

natio

nal a

war

enes

s of t

he li

nkag

es b

etw

een

tour

ism

and

env

ironm

enta

l pro

tecti

on: d

ocum

ent

how

tour

ism c

an c

ontr

ibut

e to

env

ironm

enta

l pro

tecti

on in

the

loca

l con

text

; pre

pare

info

rmati

on a

nd

educ

ation

mat

eria

ls on

tour

ism a

nd e

nviro

nmen

tal p

rote

ction

; tra

in tr

aine

rs to

faci

litat

e se

min

ars t

o ra

ise a

war

enes

s of l

inka

ges;

impl

emen

t sem

inar

s in

key

tour

ist d

estin

ation

s.

TTA,

MO

HT, M

TF,

MO

IN (§

)

MO

ECF

MO

HT,

MM

C, T

TA

2013

–202

0

2013

–202

0

Mon

thly

pre

ss re

leas

es is

sued

an

d m

edia

cam

paig

n de

ploy

ed.

20 tr

aine

rs tr

aine

d an

d 50

se

min

ars c

ondu

cted

with

2,5

00

parti

cipa

nts.


Key

Obj

ectiv

es a

nd A

ctivi

ties

Lead

Age

ncie

s Ti

me

fram

ePe

rfor

man

ce In

dica

tors

6.3.

3 Ra

ise

awar

enes

s of t

he p

reve

ntion

of a

ll fo

rms o

f sex

tour

ism

and

hum

an e

xplo

itatio

n in

the

tour

ism

in

dust

ry: p

repa

re in

form

ation

and

edu

catio

n m

ater

ials

on th

e pr

even

tion

of a

ll fo

rms o

f sex

tour

ism a

nd

hum

an e

xplo

itatio

n; tr

ain

trai

ners

to fa

cilit

ate

sem

inar

s to

raise

aw

aren

ess o

n pr

even

tion,

det

ectio

n, a

nd

repo

rting

; im

plem

ent s

emin

ars i

n ke

y to

urist

des

tinati

ons.

6.3.

4 Es

tabl

ish

an a

war

ds p

rogr

am to

reco

gnize

bes

t pra

ctice

in se

rvic

e de

liver

y an

d re

spon

sibl

e to

uris

m:

desig

n an

d im

plem

ent a

n aw

ards

pro

gram

with

var

ious

cat

egor

ies,

reco

gnizi

ng b

est p

racti

ce in

de

liver

ing

qual

ity to

urism

serv

ices

and

resp

onsib

le to

urism

pra

ctice

s.

MO

HT, M

OE,

MO

H,

MO

IN, M

OLE

SS,

MO

SWRR

, MHA

, TT

A (§

)

MO

HT, M

TF

2014

–202

0

2014

20 tr

aine

rs tr

aine

d an

d 50

se

min

ars c

ondu

cted

with

2,5

00

parti

cipa

nts.

Awar

ds p

rogr

am e

stab

lishe

d w

ith

at le

ast 1

2 ca

tego

ries.

Key

Obj

ectiv

e 6.

4: E

ffecti

vely

Man

age

the

Imag

e, P

ositi

on a

nd B

rand

of t

he D

estin

ation

in th

e Co

llecti

ve M

ind

of th

e In

tern

ation

al M

arke

tpla

ce

6.4.

1 Cr

eate

a p

ositi

ve b

rand

iden

tity:

pre

pare

a n

ation

al b

rand

iden

tity

with

sub-

bran

ds/id

entiti

es fo

r re

gion

al in

corp

orati

on; d

esig

n co

llate

ral b

ased

on

the

bran

d id

entit

y; d

evise

and

initi

ate

tacti

cal p

lans

an

d ac

tions

to e

ffecti

vely

pos

ition

the

bran

d in

the

segm

ente

d gl

obal

mar

ketp

lace

; mon

itor a

nd tr

ack

bran

d ac

cept

ance

and

del

iver

y.

6.4.

2 Le

vera

ge te

chno

logy

to p

rom

ote

the

desti

natio

n an

d tr

ack

cons

umer

acc

epta

nce

of th

e br

and:

uti

lize

retu

rn o

n in

vest

men

t effi

cien

cies

to p

rom

ote

the

desti

natio

n th

roug

h th

e us

e of

ava

ilabl

e an

d ap

prop

riate

tech

nolo

gies

; exp

lore

opti

ons t

o em

ploy

soci

al tr

acki

ng a

lgor

ithm

s and

enh

ance

d re

ality

te

chno

logi

es.

6.4.

3 De

ploy

trad

ition

al m

arke

ting

mec

hani

sms t

oget

her w

ith te

chno

logy

-driv

en in

itiati

ves:

iden

tify

and

prio

ritize

trad

ition

al m

arke

ting

activ

ities

at r

elev

ant a

nd c

ost-e

ffecti

ve in

tern

ation

al tr

ade

show

s (e.

g.,

Inte

rnati

onal

Tour

ism B

örse

, Wor

ld T

rave

l Mar

t, an

d PA

TA T

rave

l Mar

t); p

rodu

ce a

ppro

pria

te c

olla

tera

l fo

r dist

ributi

on a

t the

se tr

ade-

show

s.

6.4.

4 Q

uanti

fy th

e im

pact

of b

rand

iden

tity:

mon

itor i

nter

est,

desir

e, re

cogn

ition

and

oth

er in

dica

tors

nee

ded

to d

eter

min

e th

e st

reng

ths a

nd w

eakn

esse

s of m

arke

ting

effor

ts.

TTA,

MO

HT, T

ECB,

M

MC

TTA,

MO

HT, T

ECB

MM

C, M

OHT

, TEC

B

TTA,

MO

HT

2013

–202

0

2014

–202

0

2014

–202

0

2014

–202

0

Bran

d, su

b-br

and

and

inte

rnati

onal

ly re

cogn

ized

iden

tities

dev

elop

ed.

Onl

ine

mar

ketin

g an

d so

cial

tr

acki

ng te

chno

logi

es b

eing

use

d.

Mar

ketin

g m

echa

nism

s des

igne

d an

d de

ploy

ed.

Sem

i-ann

ual r

epor

t on

cons

umer

ac

cept

ance

and

bra

nd fe

edba

ck

publ

ished

.

Appendix 2 65

Appe

ndix

2M

yanm

ar T

ouri

sm M

aste

r Pla

n:

Shor

t Ter

m A

ctio

n Pl

an a

nd M

ilest

ones

(201

3–20

15)

Appendix 2 67

Appendix 2 69

Appendix 3 71

Appe

ndix

3St

rate

gic P

roje

cts f

or Im

plem

enta

tion

(201

3–20

20)

Proj

ect N

ame

Desc

riptio

nEs

timat

ed C

ost

($ m

illio

n)Le

ad A

genc

ies

Stra

tegi

c Pr

ogra

m 1

: Str

engt

hen

the

Insti

tutio

nal E

nviro

nmen

t

1.

Tour

ism E

xecu

tive

Coor

dina

tion

Boar

d Su

ppor

t Pro

gram

The

proj

ect w

ill st

reng

then

the

capa

city

of t

he n

ewly

form

ed To

urism

Exe

cutiv

e Co

ordi

natio

n Bo

ard

to fo

rmul

ate

soun

d to

urism

pol

icie

s. It

will

pro

vide

the

Boar

d w

ith st

rate

gic

inte

llige

nce,

impa

rt in

dust

ry k

now

ledg

e, a

nd fa

cilit

ate

part

ners

hips

w

ith in

tern

ation

al o

rgan

izatio

ns to

pro

vide

neu

tral

adv

ice

on im

plem

enta

tion

of th

e M

aste

r Pla

n. T

he p

rogr

am in

clud

es

supp

ort f

or th

e es

tabl

ishm

ent o

f a B

oard

secr

etar

iat.

$0.2

5Pr

esid

ent’s

O

ffice

, MO

HT

2.

Stre

ngth

enin

g To

urism

Go

vern

ance

The

proj

ect a

ims t

o st

reng

then

the

capa

city

of k

ey G

over

nmen

t age

ncie

s inv

olve

d in

pla

nnin

g an

d re

gula

ting

tour

ism. I

t w

ill im

prov

e co

ordi

natio

n be

twee

n ce

ntra

l, st

ate/

regi

onal

, and

dist

rict a

genc

ies a

nd d

eliv

er tr

aini

ng c

ompa

tible

with

the

need

s and

cap

abili

ties o

f tar

get a

udie

nces

. It w

ill a

lso in

clud

e a

com

pone

nt to

dev

elop

a fr

amew

ork

for t

he c

olle

ction

and

m

anag

emen

t of t

ouris

t use

r fee

s and

taxe

s with

gui

danc

e fr

om th

e To

urism

Exe

cutiv

e Co

ordi

natio

n Bo

ard.

$1.0

MO

NPE

D,

MO

HT

3.

Stre

ngth

enin

g M

yanm

ar’s

Tour

ism

Info

rmati

on S

yste

m

The

proj

ect w

ill d

evel

op a

n in

form

ation

man

agem

ent s

yste

m to

mon

itor t

ouris

m p

erfo

rman

ce a

ccor

ding

to se

lect

soci

al,

envi

ronm

enta

l, an

d ec

onom

ic o

bjec

tives

, inc

ludi

ng jo

b cr

eatio

n an

d fo

reig

n ex

chan

ge e

arni

ngs.

It a

ddre

sses

the

need

to

build

nati

onal

cap

acity

to im

prov

e th

e co

llecti

on a

nd re

porti

ng o

f tou

rism

stati

stics

, und

erta

ke v

alue

cha

in a

sses

smen

ts, a

nd

perf

orm

inpu

t-out

put m

odel

ing

to a

ccur

atel

y es

timat

e th

e co

ntrib

ution

of t

rave

l and

tour

ism to

Mya

nmar

’s ec

onom

y.

$1.0

MO

FR,

MO

NPE

D,

MO

HT

4.

Tour

ism L

awTh

e pr

ojec

t will

faci

litat

e ap

prop

riate

am

endm

ents

to th

e 19

90 To

urism

Law

that

are

con

siste

nt w

ith th

e Go

vern

men

t’s

refo

rm p

roce

ss a

nd re

cent

ly a

ppro

ved

Mya

nmar

Res

pons

ible

Tour

ism P

olic

y. It

will

supp

ort p

ublic

con

sulta

tions

on

key

artic

les

such

as f

orei

gn a

nd d

omes

tic in

vest

men

t, M

yanm

ar c

itize

ns tr

avel

ing

abro

ad, g

amin

g, b

usin

ess o

pera

tions

and

lice

nsin

g, la

bor

stan

dard

s, a

nd re

quire

men

ts fo

r soc

ial a

nd e

nviro

nmen

tal i

mpa

ct a

sses

smen

t. Th

e pr

ojec

t will

incl

ude

assis

tanc

e fo

r bro

ad

diss

emin

ation

of t

he a

men

ded

Tour

ism L

aw.

$0.4

0M

OHT

, M

OLE

SS,

UAGO

Str

ateg

ic P

rogr

am 1

: Co

st E

stim

ates

= $

2.65

mill

ion


Proj

ect N

ame

Desc

riptio

nEs

timat

ed C

ost

($ m

illio

n)Le

ad A

genc

ies

Stra

tegi

c Pr

ogra

m 2

: Bui

ld H

uman

Res

ourc

e Ca

paci

ty a

nd P

rom

ote

Serv

ice

Qua

lity

5.

Indu

stry

-led

Hote

l Sc

hool

, Yan

gon

The

proj

ect,

to b

e su

ppor

ted

by S

inga

pore

’s Ho

tel a

nd To

urism

Edu

catio

n Ce

nter

, inv

olve

s the

dev

elop

men

t and

man

agem

ent

of a

hot

el sc

hool

to p

rovi

de q

ualit

y pr

e-em

ploy

men

t tra

inin

g an

d ed

ucati

on fo

r loc

al re

siden

ts. T

he sc

hool

will

also

offe

r co

ntinu

ous t

rain

ing

and

deve

lopm

ent c

ours

es fo

r in-

serv

ice

staff

of e

xisti

ng a

nd n

ew h

otel

s.

$8.0

MO

HT, M

OE

6.

Stre

ngth

enin

g Hu

man

Cap

ital

in M

yanm

ar’s

Hosp

italit

y an

d To

urism

Indu

stry

The

proj

ect w

ill e

stab

lish

the

Mya

nmar

Nati

onal

Insti

tute

for T

ouris

m a

nd H

ospi

talit

y to

ena

ble

incr

ease

d in

tern

ation

al

com

petiti

vene

ss a

nd w

ider

acc

ess t

o qu

ality

tour

ism e

duca

tion

and

trai

ning

. It w

ill su

ppor

t tra

inin

g fo

r fac

ulty

, dev

elop

men

t of

app

ropr

iate

cur

ricul

um a

nd te

achi

ng m

ater

ials,

con

stru

ction

of a

cen

ter o

f exc

elle

nce

and

sate

llite

trai

ning

cen

ter,

and

the

intr

oduc

tion

of su

stai

nabl

e fin

ance

mec

hani

sms s

uch

as p

ublic

–priv

ate

part

ners

hips

.

$8.0

MO

HT, M

OE

7.

Com

preh

ensiv

e N

ation

al To

urism

Ed

ucati

on a

nd

Trai

ning

Ass

essm

ent

The

asse

ssm

ent a

nd sk

ills a

udit

will

form

the

basis

of a

nati

onal

tour

ism-r

elat

ed h

uman

reso

urce

dev

elop

men

t str

ateg

y, in

clud

ing

how

to b

est d

eliv

er in

nova

tive

and

crea

tive

lear

ning

. It w

ill a

sses

s the

pub

lic a

nd p

rivat

e ed

ucati

on a

nd tr

aini

ng

land

scap

e an

d pr

ovid

e an

und

erst

andi

ng o

f the

pre

sent

situ

ation

and

futu

re n

eeds

bas

ed o

n gr

owth

pro

jecti

ons.

It w

ill

confi

rm w

here

imm

edia

te a

ssist

ance

is n

eede

d fo

r Gov

ernm

ent a

nd o

ther

indu

stry

act

ors.

$2.0

MO

HT, M

OE

8.

Impl

emen

ting

the

Nati

onal

Tour

ism

Hum

an R

esou

rce

Deve

lopm

ent

Stra

tegy

The

proj

ect w

ill su

ppor

t im

plem

enta

tion

of th

e na

tiona

l tou

rism

hum

an re

sour

ce d

evel

opm

ent s

trat

egy,

incl

udin

g th

e de

velo

pmen

t of c

urric

ulum

and

teac

hing

mat

eria

ls th

at a

re b

ased

on

ASEA

N st

anda

rds.

It w

ill e

stab

lish

certi

ficati

on, o

vers

ight

an

d qu

ality

con

trol

mec

hani

sms a

nd su

ppor

t ski

lls tr

aini

ng a

nd e

duca

tion

for a

n in

itial

inta

ke o

f Gov

ernm

ent o

ffici

als a

nd

tour

ism w

orke

rs in

prio

rity

desti

natio

ns.

$8.0

MO

HT, M

OE

9.

Nati

onal

Re

spon

sible

To

urism

Res

earc

h Ce

nter

The

proj

ect w

ill su

ppor

t the

est

ablis

hmen

t of a

nati

onal

rese

arch

cen

ter t

o fa

cilit

ate

resp

onsib

le to

urism

dev

elop

men

t. Th

e in

itial

rese

arch

focu

s pro

pose

s to

cove

r visi

tor m

anag

emen

t pra

ctice

s, c

omm

unity

par

ticip

ation

in th

e to

urism

eco

nom

y, an

d en

viro

nmen

tal m

anag

emen

t at t

ouris

t des

tinati

ons.

Res

earc

h fin

ding

s will

con

trib

ute

to c

urric

ulum

dev

elop

men

t for

trai

n-th

e-tr

aine

r mod

ules

and

app

ropr

iate

ly d

esig

ned

shor

t tra

inin

g co

urse

s and

terti

ary

degr

ees.

$5.0

MO

HT, M

OE,

Ya

ngon

U

nive

rsity

10.

Tour

ism V

ocati

onal

Ed

ucati

on T

rain

ing

Scho

ol a

t Inl

e La

ke

This

proj

ect i

nclu

des d

evel

opm

ent o

f des

tinati

on-s

peci

fic c

urric

ulum

, tea

chin

g m

ater

ials,

and

teac

her t

rain

ing.

It w

ill

desig

n an

d de

velo

p a

tour

ism-fo

cuse

d vo

catio

nal e

duca

tion

trai

ning

scho

ol to

add

ress

issu

es p

artic

ular

to In

le L

ake

and

the

surr

ound

ing

area

s. T

he p

roje

ct w

ill fo

cus o

n to

urism

and

hos

pita

lity

skill

s tra

inin

g fo

r the

mai

n to

urism

and

hos

pita

lity

occu

patio

ns th

at a

re m

odel

ed o

n go

od p

racti

ce in

oth

er S

outh

east

Asia

n to

urism

cen

ters

.

$8.0

MO

HT,

MHA

, sta

te

gove

rnm

ent

11.

Dusit

Hot

el S

choo

l an

d Ho

tel,

Yang

onTh

e pr

ojec

t inc

lude

s the

con

stru

ction

of a

priv

atel

y op

erat

ed to

urism

and

hos

pita

lity

trai

ning

faci

lity

and

asso

ciat

ed h

otel

. It

will

focu

s on

trai

ning

new

ent

rant

s to

the

mai

n to

urism

and

hos

pita

lity

occu

patio

ns, u

pgra

ding

the

tour

ism w

orkf

orce

, and

nu

rtur

ing

futu

re m

anag

ers.

The

scho

ol w

ill p

rovi

de a

hol

istic

prog

ram

rang

ing

from

shor

t-ter

m tr

aini

ng/c

ertifi

cate

cou

rses

to a

fu

lly-fl

edge

d Ba

chel

or’s

degr

ee p

rogr

am. A

mas

ter’s

of b

usin

ess a

dmin

istra

tion

degr

ee p

rogr

am m

ay a

lso b

e in

trod

uced

.

$8.0

MO

HT, M

OE

Appendix 3 73

Proj

ect N

ame

Desc

riptio

nEs

timat

ed C

ost

($ m

illio

n)Le

ad A

genc

ies

12.

Tour

ism U

nive

rsity

in

Yan

gon

The

proj

ect w

ill st

reng

then

the

tour

ism d

epar

tmen

t at Y

ango

n U

nive

rsity

to im

prov

e na

tiona

l tou

rism

edu

catio

n st

anda

rds

and

expa

nd a

cces

s to

qual

ity h

ighe

r edu

catio

n in

tour

ism, w

ith a

long

-ter

m v

iew

to e

stab

lish

a st

and-

alon

e to

urism

uni

vers

ity.

It w

ill in

crea

se in

stru

ctor

cap

acity

thro

ugh

exte

nsiv

e ca

paci

ty b

uild

ing

and

bene

fit v

ario

us e

lem

ents

of t

he to

urism

syst

em

thro

ugh

curr

icul

um d

evel

opm

ent,

asse

ssm

ent a

nd e

xam

inati

on, r

esea

rch,

and

out

reac

h ac

tiviti

es.

$10.

0M

OHT

, MO

E

13.

Min

istry

of H

otel

s an

d To

urism

Mob

ile

Trai

ning

Team

This

proj

ect w

ill e

stab

lish

a m

obile

trai

ning

team

to h

elp

addr

ess t

he u

rgen

t nee

d fo

r bas

ic to

urism

trai

ning

and

aw

aren

ess-

raisi

ng in

all

desti

natio

ns. I

t will

trai

n tr

aine

rs a

nd c

ondu

ct sh

ort t

rain

ing

cour

ses t

o in

crea

se lo

cal p

eopl

e’s u

nder

stan

ding

of

key

soci

al, e

nviro

nmen

tal,

and

econ

omic

issu

es li

nked

to to

urism

.

$1.5

MO

HT

14.

Supo

rt fo

r Sm

all

Hosp

italit

y an

d Ca

terin

g Tr

aini

ng

Acad

emy

To h

elp

yout

h be

com

e sk

illed

, ind

epen

dent

, and

succ

essf

ul le

ader

s in

the

hosp

italit

y in

dust

ry, t

his p

roje

ct w

ill su

ppor

t co

nstr

uctio

n of

a sm

all t

rain

ing

faci

lity,

teac

her t

rain

ing,

equ

ipm

ent,

and

initi

al o

pera

ting

cost

s in

a sm

all t

own

such

as P

utao

, Ka

law,

Kya

ing

Tong

and

Loi

Kaw

.

$1.0

MO

HT, M

OE

Stra

tegi

c Pr

ogra

m 2

: Cos

t Esti

mat

es =

$59

.5 m

illio

n

Stra

tegi

c Pr

ogra

m 3

: Str

engt

hen

Safe

guar

ds a

nd P

roce

dure

s for

Des

tinati

on P

lann

ing

and

Man

agem

ent

15.

Pilo

ting

Gree

n Gr

owth

De

stina

tion

Plan

ning

The

proj

ect w

ill s

uppo

rt th

e pr

epar

ation

and

laun

ch o

f Gre

en G

row

th 2

050

Desti

natio

n Ro

adm

aps

for B

agan

, Inl

e La

ke,

and

Kyai

khty

o. R

oadm

aps

alig

ned

with

Glo

bal S

usta

inab

le T

ouris

m C

riter

ia w

ill g

uide

the

tran

sfor

mati

on o

f loc

al to

uris

m

econ

omie

s in

to lo

w c

arbo

n, re

sour

ce-e

ffici

ent d

estin

ation

s, h

elp

redu

ce n

egati

ve e

nviro

nmen

tal a

nd s

ocia

l im

pact

s of

to

uris

m, a

nd d

esig

n ac

tion

plan

s fo

r int

egra

ting

tour

ism

mor

e de

eply

into

loca

l eco

nom

ies.

$3.0

MO

HT, M

OEC

F, st

ate/

regi

onal

go

vern

men

ts

16.

Them

atic

Inte

rpre

tatio

n Pl

anni

ng S

uppo

rt

The

proj

ect w

ill st

reng

then

the

capa

city

of d

estin

ation

man

ager

s to

deve

lop,

impl

emen

t, an

d m

onito

r the

mati

c in

terp

reta

tion

plan

s tha

t im

prov

e th

e vi

sitor

exp

erie

nce

and

boos

t em

ploy

men

t and

inco

me,

gen

erati

ng o

ppor

tuni

ties f

or lo

cal r

esid

ents

. Th

e pr

ojec

t will

pre

pare

pla

ns fo

r Bag

an, I

nle

Lake

, Kya

ikht

o, a

nd N

gapa

li.

$2.0

MO

HT

17.

Tour

ism

Man

agem

ent

Plan

ning

in

Emer

ging

De

stina

tions

This

proj

ect w

ill b

uild

the

capa

city

of d

estin

ation

man

agem

ent o

rgan

izatio

ns b

y im

parti

ng m

etho

ds, t

ools,

and

app

roac

hes

need

ed b

y ke

y st

akeh

olde

rs to

des

ign

inte

grat

ed d

estin

ation

man

agem

ent p

lans

in fo

ur e

mer

ging

des

tinati

ons.

It w

ill id

entif

y in

vest

men

t nee

ds a

nd o

ppor

tuni

ties f

or lo

cal c

omm

unity

invo

lvem

ent i

n to

urism

, and

wor

k w

ith p

rivat

e op

erat

ors t

o de

velo

p to

urism

acti

vitie

s tha

t pro

tect

the

soci

al, c

ultu

ral,

and

envi

ronm

enta

l res

ourc

es o

f the

des

tinati

on.

$3.0

MO

HT, s

tate

/re

gion

al

gove

rnm

ents

18

Tour

ism

Desti

natio

n M

anag

emen

t Pl

anni

ng S

uppo

rt

This

proj

ect w

ill st

reng

then

the

capa

city

of G

over

nmen

t age

ncie

s, p

rivat

e op

erat

ors,

and

civ

il so

ciet

y to

con

duct

par

ticip

ator

y pl

anni

ng a

nd p

repa

re to

urism

des

tinati

on m

anag

emen

t pla

ns. W

orki

ng th

roug

h DM

Os,

the

proj

ect w

ill d

evel

op in

nova

tive

met

hods

and

tool

s sui

tabl

e fo

r Mya

nmar

and

trai

n ke

y st

akeh

olde

rs in

thei

r app

licati

on. M

odel

tour

ism d

estin

ation

m

anag

emen

t pla

ns w

ill b

e pr

epar

ed fo

r fou

r flag

ship

des

tinati

ons.

$4.0

MO

HT, s

tate

/re

gion

al

gove

rnm

ents


Proj

ect N

ame

Desc

riptio

nEs

timat

ed C

ost

($ m

illio

n)Le

ad A

genc

ies

19.

Prev

entio

n of

al

l For

ms o

f Sex

To

urism

and

Hu

man

Tra

ffick

ing

in th

e To

urism

In

dust

ry

The

proj

ect w

ill st

reng

then

the

capa

city

of t

ouris

m st

akeh

olde

rs to

pre

vent

all

form

s of

sex

tour

ism

and

hum

an tr

affick

ing.

It

will

sup

port

rese

arch

to d

eter

min

e th

e ex

tent

of s

ex to

uris

m a

nd h

uman

traffi

ckin

g lin

ked

to th

e to

uris

m in

dust

ry,

faci

litat

e co

llabo

ratio

n be

twee

n ag

enci

es re

spon

sibl

e fo

r pre

venti

on a

nd re

spon

se, d

esig

n in

form

ation

and

edu

catio

n ca

mpa

igns

, wor

k w

ith la

w e

nfor

cem

ent a

genc

ies

to e

stab

lish

help

lines

, usi

ng a

ppro

pria

te te

chno

logy

, and

trai

n po

lice

in

the

early

det

ectio

n of

sex

ual e

xplo

itatio

n.

$2.0

MO

LESS

, M

OHT

, MO

HA

20.

Delta

Com

mun

ity-

Base

d Ec

otou

rism

Pr

ojec

t

This

proj

ect a

ims t

o ad

d an

eco

tour

ism d

imen

sion

to th

e w

ork

of G

reen

Wav

es S

ocia

l Ent

erpr

ise in

the

Ayey

awad

y De

lta

Regi

on. I

t inv

olve

s sup

port

for t

rain

ing,

pro

duct

dev

elop

men

t, sm

all i

nfra

stru

ctur

e, a

nd b

usin

ess s

uppo

rt se

rvic

es. T

he p

roje

ct

will

form

a c

omm

unity

tour

ism g

roup

to e

nsur

e co

mm

unity

par

ticip

ation

and

gra

ssro

ots d

ecisi

on-m

akin

g.

$0.5

0M

OHT

, sta

te

gove

rnm

ent

21.

Sust

aina

ble

Tour

ism S

trat

egy

for t

he M

on S

tate

This

proj

ect w

ill h

elp

the

Mon

Sta

te p

repa

re a

stra

tegy

and

acti

on p

lan

for s

usta

inab

le to

urism

dev

elop

men

t, in

clud

ing

a st

ate

mar

ketin

g st

rate

gy. P

repa

ratio

n of

the

plan

will

invo

lve

capa

city

bui

ldin

g fo

r tou

rism

pla

nnin

g an

d aw

aren

ess-

raisi

ng o

n su

stai

nabl

e to

urism

for l

ocal

stak

ehol

ders

.

$0.2

MO

HT, s

tate

go

vern

men

t

22.

Tada

Oo

Hote

l Zon

e De

velo

pmen

t, M

anda

lay

This

proj

ect a

ims t

o de

velo

p in

fras

truc

ture

and

serv

ices

nee

ded

to m

eet t

he h

igh

dem

and

for i

nter

natio

nal s

tand

ard

acco

mm

odati

on, s

hopp

ing,

and

resid

entia

l hou

sing

in M

anda

lay.

The

pro

ject

will

con

trib

ute

to lo

cal s

ocio

-eco

nom

ic

deve

lopm

ent b

y im

prov

ing

publ

ic in

fras

truc

ture

and

cre

ating

jobs

for l

ocal

resid

ents

. Tad

a O

o Ho

tel Z

one

cove

rs 2

,218

he

ctar

es a

nd is

situ

ated

on

the

Ayey

awad

y Ri

ver a

bout

nin

e m

iles n

orth

of M

anda

lay

Inte

rnati

onal

Airp

ort.

$150

.0M

OHT

, MHA

Stra

tegi

c Pr

ogra

m 3

: Co

st E

stim

ates

= $

164.

7 m

illio

n

Stra

tegi

c Pr

ogra

m 4

: Dev

elop

Qua

lity

Prod

ucts

and

Ser

vice

s

23.

Ecot

ouris

m

Deve

lopm

ent i

n Pr

otec

ted

Area

s

This

proj

ect w

ill d

evel

op a

Nati

onal

Eco

tour

ism S

trat

egy

to p

rom

ote

form

s of t

ouris

m th

at su

ppor

t bio

dive

rsity

con

serv

ation

, lo

cal i

ncom

e ge

nera

tion,

and

pro

tect

ed a

rea

man

agem

ent.

Stan

dard

s, re

gula

tions

, and

gui

delin

es fo

r the

dev

elop

men

t and

op

erati

on o

f eco

lodg

es in

and

aro

und

prot

ecte

d ar

eas w

ill b

e pr

epar

ed a

s a su

pple

men

t to

the

stra

tegy

.

$0.5

MO

ECF,

MO

HT

24.

Sup

port

for

Hand

icra

ft an

d O

rgan

ic F

ood

Prod

uctio

n

This

proj

ect w

ill w

ork

with

pro

duce

rs o

f han

dicr

afts a

nd lo

cal f

ood

and

beve

rage

s to

impr

ove

skill

s and

pro

cess

es re

late

d to

th

e qu

ality

, des

ign,

pro

ducti

on, p

acka

ging

, and

mar

ketin

g of

thei

r pro

duct

s.$2

.0M

OCO

P

25.

Com

mun

ity-b

ased

Su

ppor

t Tou

rism

Pr

ogra

m

The

prog

ram

will

dev

elop

pra

ctica

l app

roac

hes f

or c

omm

unity

invo

lvem

ent i

n to

urism

with

spec

ial c

onsid

erati

on g

iven

to th

e pa

rtici

patio

n of

wom

en, e

thni

c gr

oups

, and

the

poor

. Site

s pro

pose

d fo

r ini

tial s

uppo

rt in

clud

e Ky

aing

ton,

Loi

kaw,

and

Nat

Ma

Taun

g.

$1.2

MO

HT,

stat

e/re

gion

al

gove

rnm

ents

26.

Tour

Pro

duct

De

velo

pmen

t Pr

ogra

m

The

proj

ect w

ill b

uild

the

skill

s and

cap

acity

of i

nbou

nd to

ur o

pera

tors

and

MO

HT st

aff to

con

duct

supp

ly a

nd d

eman

d re

sear

ch, d

esig

n ap

prop

riate

pro

duct

stra

tegi

es fo

r prio

rity

mar

ket s

egm

ents

(e.g

., ad

vent

ure

tour

ism, p

ilgrim

age,

med

itatio

n,

crui

se to

urism

, MIC

E to

urism

, edu

catio

nal t

ouris

m),

and

stre

ngth

en b

usin

ess-

to-b

usin

ess l

inka

ges w

ith o

utbo

und

tour

op

erat

ors i

n pr

iorit

y ge

nera

ting

mar

kets

.

$0.7

5M

OHT

, MTF

Appendix 3 75

Proj

ect N

ame

Desc

riptio

nEs

timat

ed C

ost

($ m

illio

n)Le

ad A

genc

ies

27.

Lac

Kwin

Tour

ism

Proj

ect,

Pind

aya

This

proj

ect a

ims t

o ge

nera

te in

com

e an

d em

ploy

men

t opp

ortu

nitie

s for

loca

l res

iden

ts b

y di

vers

ifyin

g Pi

nday

a’s t

ouris

m

offer

ings

and

stre

ngth

enin

g lin

kage

s bet

wee

n to

urism

and

agr

icul

ture

. Pro

ject

out

puts

incl

ude

tour

pro

duct

dev

elop

men

t, pr

omoti

ng p

rodu

ction

of a

gric

ultu

ral p

rodu

cts i

n de

man

d by

the

regi

onal

tour

ism e

cono

my,

and

deve

lopm

ent o

f a h

otel

that

du

ly fu

nctio

ns a

s a v

ocati

onal

trai

ning

faci

lity.

$2.0

MO

HT

Stra

tegi

c Pr

ogra

m 4

: Co

st E

stim

ates

= $

6.45

mill

ion

Stra

tegi

c Pr

ogra

m 5

: Pro

mot

e Co

nnec

tivity

, Fac

ilita

te V

isito

r Mov

emen

ts, a

nd In

vest

in In

fras

truc

ture

28.

Inte

rnati

onal

an

d Do

mes

tic A

ir N

etw

ork

Stud

y

This

stud

y w

ill re

view

the

plan

ned

expa

nsio

n of

inte

rnati

onal

airp

ort c

apac

ity a

nd d

esig

n a

stra

tegy

to a

chie

ve th

e op

timal

le

vel o

f reg

iona

l and

long

-hau

l airl

ine

oper

ation

s. C

oncu

rren

tly, i

t w

ill a

sses

s ope

ratio

ns o

f dom

estic

airl

ines

and

dom

estic

ai

rpor

ts to

iden

tify

oppo

rtun

ities

and

con

stra

ints

and

pro

pose

solu

tions

to im

prov

e do

mes

tic a

ir an

d gr

ound

han

dlin

g se

rvic

es.

$0.5

MO

T

29.

Road

and

Rai

lway

s Im

prov

emen

t Fe

asib

ility

Stu

dies

to

Lin

k To

urist

De

stina

tions

The

proj

ect w

ill p

repa

re d

etai

led

feas

ibili

ty st

udie

s for

upg

radi

ng ro

ad a

nd ra

il ne

twor

ks to

redu

ce th

e du

ratio

n an

d co

st

of tr

avel

bet

wee

n ke

y to

urist

des

tinati

ons i

n ce

ntra

l and

eas

tern

Mya

nmar

(Kya

ingt

on–T

aung

gyi)

and

Yang

on-P

athe

in-

Chau

ngth

a-N

gapa

li. T

he st

udie

s will

incl

ude

anal

ysis

and

reco

mm

enda

tions

for t

he d

evel

opm

ent o

f tou

rist a

ttra

ction

s situ

ated

al

ong

thes

e tr

ansp

ort c

orrid

ors,

stre

ngth

enin

g to

urism

-rel

ated

val

ue c

hain

s and

impr

ovin

g lo

cal r

esid

ent a

cces

s to

mar

kets

an

d se

rvic

es.

$2.0

MO

T, M

ORT

M

OCO

N,

MO

HT, M

TF

30.

Deve

lopm

ent o

f In

form

ation

Cen

ters

an

d Re

st A

reas

The

proj

ect w

ill im

prov

e th

e av

aila

bilit

y an

d qu

ality

of t

ouris

t inf

orm

ation

and

rest

are

as a

long

the

mai

n tr

ansp

ort c

orrid

ors

and

at b

orde

r gat

es, w

ith a

vie

w to

boo

sting

visi

tatio

n an

d sp

endi

ng in

Mya

nmar

’s le

ss-k

now

n to

urist

att

racti

ons.

Res

t ar

eas w

ill in

clud

e ap

prop

riate

ly d

esig

ned

and

affor

dabl

e fa

ciliti

es to

pro

mot

e lo

cal o

wne

rshi

p of

serv

ice

ente

rpris

es su

ch a

s re

stau

rant

s, so

uven

ir sh

ops,

and

veh

icle

repa

ir sh

ops.

$5.5

MO

HT,

stat

e/re

gion

al

gove

rnm

ents

31.

MIC

E In

vest

men

t Pr

omoti

on P

rogr

am

Priv

ate

inve

stm

ent i

s sou

ght t

o de

velo

p M

ICE

faci

lities

in Y

ango

n, M

anda

lay,

Baga

n, a

nd In

le L

ake,

suita

ble

for h

ostin

g la

rge

natio

nal a

nd in

tern

ation

al fu

nctio

ns. T

he p

roje

ct w

ill in

crea

se th

e co

mpe

titive

ness

of M

yanm

ar a

s a M

ICE

desti

natio

n an

d co

ntrib

ute

to e

mpl

oym

ent g

ener

ation

and

eco

nom

ic d

evel

opm

ent.

$160

.0M

OHT

, MTF

, st

ate/

regi

onal

go

vern

men

ts

32.

Baga

n Ri

ver P

ier

Impr

ovem

ents

This

proj

ect w

ill im

prov

e th

e sa

fety

and

app

eara

nce

of th

e m

ain

boar

ding

poi

nt fo

r riv

er c

ruise

s in

Baga

n. It

will

upg

rade

ap

prox

imat

ely

two

mile

s of r

iver

em

bank

men

t and

ass

ocia

ted

amen

ities

to im

prov

e ac

cess

for i

nter

-city

ship

s and

smal

ler

loca

lly o

pera

ted

crui

se b

oats

. It w

ill a

lso p

rovi

de fl

ood

prot

ectio

n fo

r the

adj

acen

t her

itage

zone

and

loca

l hot

els a

nd p

rom

ote

deve

lopm

ent o

f loc

ally

ow

ned

tour

ism-r

elat

ed e

nter

prise

s alo

ng th

e im

prov

ed ri

vers

ide

prom

enad

e.

$15.

0M

OT,

MO

CON

33.

Inle

Lak

e Sa

nita

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Strategic Issues 77

GlossaryTerms in current use within the tourism sector.adventure tourism – exploration or travel to remote and exotic areas that generates excitement

by allowing participants to step outside of their comfort zone; may include activities such as mountaineering, trekking, bungee jumping, mountain biking, rafting, and rock climbing.

agritourism – any agriculturally-based operation or activity that brings visitors to a farm or ranch; includes activities such as buying produce directly from a farm stand, navigating a cornfield, picking fruit, feeding animals, or staying at a bed and breakfast on a farm.

community-based tourism

– a form of tourism in which a significant number of local people have substantial control over and involvement in, with a high proportion of benefits remaining within the local economy. Members of the community, even those who are not directly involved, often gain some form of benefit (e.g., through community funds). Community-based tourism can create jobs both directly and indirectly as well as generate additional income for the local population, provide further training opportunities (e.g., language, service, restaurant and hotel business, and guiding) for community members. It strengthens the social and organizational structure within the community and can help strengthen cultural identity and preserve cultural heritage.

creative tourism – combines the roles of tourists as consumers and producers of creativity; allows involvement and active engagement in local creative life.

cruise tourism – a long- or short-term holiday on a cruise ship.culinary tourism – the pursuit of unique and memorable eating and drinking experiences, often

tied to learning the cuisine of a destination; a subset of cultural tourism (cuisine as a manifestation of culture); not limited to gourmet food.

cultural tourism – focuses on a country or region’s culture, specifically the lifestyle of the people in those geographical areas, the history of those peoples, their art, architecture, religion(s), performing arts, visual arts, festivals, heritage sites, fashion, theaters and other elements that helped shape their way of life; includes tourism in urban areas, particularly historic or large cities and their cultural facilities (e.g., museums and theatres; also includes rural areas, showcasing the traditions of indigenous cultural communities (e.g., festivals, rituals) and their values and lifestyle.

ecotourism – The International Ecotourism Society defines ecotourism as “Responsible travel to natural areas that conserves the environment and improves the well-being of local people.” (TIES, 1990). The Society states that ecotourism is about uniting conservation, communities, and sustainable travel. This means that those who implement and participate in ecotourism activities should adhere to the following ecotourism principles: (i) minimize impact, (ii) build environmental and cultural awareness and respect, (iii) provide positive experiences for both visitors and hosts, (iv) provide direct financial benefits for conservation, (v) provide financial benefits and empowerment for local people, and (vi) raise sensitivity to the host country’s political, environmental, and social climate.

Glossary 77

78 Myanmar | Tourism Master Plan

educational tourism

– focuses on learning about a country’s culture (e.g., student exchange programs and study tours; to work and apply classroom skills in a different environment.

heritage tourism – a subset of cultural tourism oriented towards understanding and appreciating the heritage of a destination; focuses on visiting historical or industrial sites (e.g., old canals, railways, battlegrounds, etc.); also attributed to dramatized historical events; concerned with a culture’s tangible elements and intangible dimensions.

high-end tourism – premium tourism, distinguished by price and highly personalized service.homestay – allows a visitor to live in a personal/family residence (rural or urban);

ranges from complete cultural immersion to simply renting a room for the night.

incentive tourism – a type of employee reward by a company or institution for a job well done.mass tourism – the act of visiting a destination with large numbers of people at one time;

industry practices that cater to larger volumes of visitors.MICE tourism – groups brought together for a particular purpose (e.g., meetings, incentives,

conferences, and/ or exhibitions); usually planned well in advance.nature-based tourism

– leisure travel undertaken largely or solely to enjoy natural attractions and engage in a variety of outdoor activities (e.g., bird-watching, hiking, fishing, and beachcombing); a subset nature-based tourism.

pilgrimage tourism – a journey to a shrine or other sacred place undertaken to gain divine aid, as an act of thanksgiving or penance, or to demonstrate devotion.

pro-poor tourism – sustainable or responsible tourism or a form of tourism that results in increased net benefits for poor people; enhances linkages between tourism businesses and poor people.

rural tourism – recreational experience involving visits to rural settings or environments to participate in or experience activities, events, or attractions not readily available in urbanized areas; not necessarily agricultural in nature.

tourism value chain

– the chain of activities or production units in different industries that provide goods and services demanded by visitors.

urban tourism – traveling or vacationing in inner-city and other urban areas that provide a range of attractions (e.g., tourist-historic urban cores, museums, urban waterfronts, theme parks, and specialized precincts).

visitor – A visitor is a traveler taking a trip to a destination outside his/her usual environment, for less than a year, for any main purpose (business, leisure or other personal purpose) other than to be employed by a resident entity in the country or place visited. A visitor (domestic, inbound or outbound) is classified as a tourist (or overnight visitor), if his/her trip includes an overnight stay, or as a same-day visitor otherwise.

volunteer tourism – enables goodwill/altruistic activities on holiday; might involve aiding or alleviating material poverty, the restoration of certain environments, or research into aspects of a society or environment.

wellness tourism – travel to a place to seek enhanced wellness and self-development encompassing various dimensions (e.g., medical/cosmetic, physical, psychological, spiritual, or emotional well-being).

wildlife tourism – watching wild animals in their natural habitat; closely aligned to eco-tourism and sustainable tourism.

Strategic Issues 79

Abbreviations

Abbreviations 79

ADB – Asian Development BankACMECS – Ayeyawady-Chao Phaya-Mekong Economic Cooperation StrategyASEAN – Association of Southeast Asian NationsASEAN-MRA – ASEAN Mutual Recognition ArrangementBIMSTEC – Bay of Bengal Initiative for Multi-Sectoral Technical and Economic

Cooperation BOT – build, operate, transferCBT – community-based tourismCSO – Central Statistical OrganizationDCA – Department of Civil AviationDHT – Directorate of Hotels and TourismDMO – destination management organizationEIA – environmental impact assessmentFESR – Framework for Economic and Social ReformsGOM – Government of MyanmarGMS – Greater Mekong SubregionGSTC – Global Sustainable Tourism CouncilHRD – human resource developmentJICA – Japan International Cooperation AgencyKm – kilometerkm2 – square kilometerskV – kilovoltkWh – kilowatt hourMHA – Myanmar Hoteliers AssociationMHPA – Myanmar Hospitality Professionals AssociationMHTS – Myanmar Hotels and Tourism ServicesMMC – Myanmar Marketing CommitteeMOAI – Ministry of Agriculture and Irrigation MOBA – Ministry of Border AffairsMOC – Ministry of CommerceMOCIT – Ministry of Communications and Information TechnologyMOCON – Ministry of ConstructionMOCOP – Ministry of CooperativesMOCUL – Ministry of CultureMOE – Ministry of EducationMOECF – Ministry of Environmental Conservation and ForestryMOFR – Ministry of Finance and Revenue

80 Myanmar | Tourism Master Plan

MOEP – Ministry of Electric PowerMOFA – Ministry of Foreign AffairsMOH – Ministry of HealthMOHA – Ministry of Home AffairsMOHT – Ministry of Hotels and TourismMOI – Ministry of IndustryMOIN – Ministry of InformationMOIP – Ministry of Immigration and PopulationMOLESS – Ministry of Labor, Employment and Social SecurityMONPED – Ministry of National Planning and Economic Development MORA – Ministry of Religious AffairsMORT – Ministry of Rail TransportMOS – Ministry of SportsMOSWRR – Ministry of Social Welfare, Relief and ResettlementMOT – Ministry of TransportMOST – Ministry of Science and Technology MTF – Myanmar Tourism FederationMTT – Myanmar Travels and ToursNGO – nongovernment organizationPATA – Pacific Asia Travel AssociationPPP – public–private partnershipSIA – social impact assessmentTECB – Tourism Executive Coordination BoardTOR – terms of referenceTSA – Tourism Satellite AccountTTA – Tourism Technical AuthorityUNDP – United Nations Development ProgrammeUNESCO – United Nations Educational, Scientific and Cultural OrganizationUNWTO – United Nations World Tourism OrganizationWTTC – World Travel and Tourism Council

Building No. 33 Nay Pyi TawThe Republic of the Union of Myanmar Tel + 95 67 406454, 406450, 406130Website : www.myanmartourism.org

Ministry of Hotels and Tourism

Tourism Master Plan 2013 - 2020...tourism, and the characteristics of quality service; and •...

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