Tourism Master Plan

2013 - 2020

MINISTRY OF HOTELS AND TOURISM
THE 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 Tourism
Building No. 33
Nay Pyi Taw
The Republic of the Union of Myanmar
Tel + 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Foreword

Myanmar, 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 theinternational 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, theMinistry 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 ofthis 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 ofchallenges ahead and identifies areas where still greater effort is needed to build the tourism sector ina sustainable and responsible manner.
In this regard, strong coordination and effort are required from government, the private sector, civilsociety, and community and development partners to jointly steer the successful implementationand 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 AsianDevelopment 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 Aung
Union Minister for Hotels and Tourism
The Government of the Republic of the Union of Myanmar

Contents

Foreword									Executive Summary 									

iIntroduction 										

1Part I. Strategic Issues 									 3Country 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 						25Part II. The Way Forward 									

27Vision Statement									29Guiding Principles									29Strategic Programs									31				Part III. Implementation and Monitoring 							43Implementation									Monitoring										Financing the Master Plan								

45
48
48

Appendices1. Long Term Implementation Framework (2013–2020)					2. Short Term Action Plan and Milestones (2013–2015) 					3. Strategic Projects for Implementation (2013–2020) 					

49
65
71

Glossary											

77Abbreviations										

79Myanmar | Tourism Master PlanExecutive Summary

As 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 demandfor 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, tocontribute to the conservation of our natural and cultural heritage and to sharewith us our rich cultural diversity. We warmly welcome those who appreciateand 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 MasterPlan). 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, andactivities in a long-term implementation framework covering 2013–2020 and a short-term action planfor 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 andcoordinate 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 andresponsible investment in hotels and other tourism-related enterprises.

Executive
Strategic
Summary
Issuesi

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 humanresource 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 andinclusive 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.

iiii

Myanmar
Myanmar || Tourism
Tourism Master
Master Plan
Plan

Partnerships. Partnerships between the public and private sectors, development partners,
and civil society will be encouraged to address development issues, facilitate investment, andbuild 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 fundingbase 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 toparticipate 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 andaccurate 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-rounddestination with a geographically spread product base. Importantly, the value and yield of tourism willtake 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 needto 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, theMaster Plan includes thirty-eight projects with an indicative cost of $486.8 million. Twenty-three ofthese projects, with an indicative cost of $215.6 million, are critical to the successful implementationof this Master Plan.

Executive
Strategic
Summary
Issuesiii

Myanmar | Tourism 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 andenvironmental 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 andminimize 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 technicalassistance 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, anda 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 theviews 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 aset of guiding principles for tourism in Myanmar. Related programs and actions needed to achieve thevision and objectives of the Master Plan are presented in Section II. Section III describes implementationand 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 andactivities 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

Myanmar | Tourism Master Plan

Myanmar | Tourism Master Plan

I. Strategic Issues
Country Context

Covering 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 thesnow-capped Greater Himalaya to the Indian Ocean. Myanmar has an abundance of natural andcultural tourism assets, including 2,832 km of coastline, the pristine Myeik archipelago, 36 protectedareas covering 5.6% of the country, outstanding examples of religious and vernacular architecture, anda 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 aunique 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 grossdomestic 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 livein poverty.1 There are also large disparities across states and regions. Performance toward achievementof 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 theGovernment’s reform process, the current shortage of jobs drives many of Myanmar’s citizens tomigrate 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 amajor employer and engine of economic growth.
To address these challenges, GOM’s Framework for Economic and Social Reforms (FESR) outlines thepolicy 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 andagricultural growth; (vii) governance and transparency; (viii) expanded access to mobile phones and theInternet; (ix) infrastructure improvement; and (x) effective and efficient government. While tourism isidentified 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

2

Integrated Household Living Conditions Assessment (IHLCA) 2009/10; International Monetary Fund (2013). IMF Country
Report No. 13/13.
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, theKingdom of Thailand, and the Socialist Republic of Viet Nam.

Strategic Issues

5While there are clear associations between tourism and poverty reduction (directly throughemployment 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 varietyof negative impacts. Consequently, the Master Plan emphasizes purposeful development of quality
tourism through strategic and responsible actions to deliver equitable economic benefits, social wellbeing, and environmental sustainability.

Regional Tourism Setting

Travel 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% toregional GDP ($255.1 billion) and sustains a total of 25.4 million jobs (8.8% of total employment) acrossa 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 PacificRegion, 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

300,1390.3

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

Myanmar762,547

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

65,680,630

73,740,988

81,335,563

89,571,552

--

10.1

Total

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

United Nations Development Programme. 2011. Tourism and Poverty Reduction Strategies in the Integrated Framework forLeast Developed Countries.
4
ASEAN Secretariat.
5World 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.
36Myanmar | Tourism Master Plan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 andEconomic Cooperation (BIMSTEC). Myanmar rejoined the UNWTO on 1 June 2012 and is also a memberof 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 andcommunication, quality tourism, meetings of the tourism professionals monitoring committee, andthe 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 physicaland 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 Sector
ASEAN Tourism Strategic Plan
• Develop and implement a tourism marketingstrategy for the ASEAN region.
• Develop experiential and creative regional/sub
regional circuits and packages together withinvestment strategies.

GMS Tourism Sector Strategy• Foster development of multicountry tourism bystimulating demand from appropriate high-yielding
markets.
• Promote pro-poor tourism to help reduce poverty
and increase rural incomes.

• Enhance the external relation policies andprocedures of ASEAN tourism.

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

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

• Upgrade the skills of tourism leaders and tourism
trainers.

• Implement the Mutual Recognition Arrangement on • Promote higher standards of natural and cultural
heritage management for conservation and tourism
ASEAN Tourism Professionals.
purposes.
• Provide opportunities for increased knowledge and• Advocate for a single visa for ASEAN.

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

• Expand connectivity through air, water, rail andground transportation.

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

skills development.

• Jointly plan and develop tourism infrastructure witha view to ensure a wider distribution of tourism
benefits.
ASEAN = Association of Southeast Asian Nations, GMS = Greater Mekong Subregion
Sources: ASEAN Tourism Strategic Plan 2011–2015; GMS Tourism Sector Strategy 2005–2015.

Strategic Issues

7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 andbeverage, 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 wellpaid lifelong employment in the service economy. Tourism also creates significant employment in theinformal 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 inneighboring 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 averageannual 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
8
9

8

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

Myanmar | Tourism Master Plan

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% and12%, respectively, of the 593,381 arrivals by air in 2012. Japan (8%), the United States (6.3%), and theRepublic 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 theforeseeable future.
Table 3: International Arrivals into Myanmar by Entry Point, 2008–2012
Gateway

2008

2009

2010

2011

2012

CAGR (%)

Share 2012 (%)

Yangon187,766

234,417297,246364,743559,610

24.4

52.8

Mandalay

5,553

8,861

13,442

20,91232,521

42.2

3.1

Nay Pyi Taw

0

0

0

5,521

1,250

--

0.1

Land Borders

537,911519,269

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.

Strategic Issues

9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 onprior 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, arerequired to possess a passport valid for at least six months from the date of arrival and are granted astay of 28 days. Further streamlining of visa formalities is a priority of the Framework for Economic andSocial 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 highseason (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 theyear.
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 typicalrespondent was older than 35 years of age (70%) and university-educated (78%). Most were travelingindependently (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

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.

Myanmar | Tourism Master Plan

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 tolearn 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 ofsatisfaction. Percentages represent the proportion of respondents who offered positive feedback foreach category. Visitors are most satisfied with the choice of available activities and the performanceof tour guides, and least satisfied with value for money for accommodations. Other areas needingattention 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 Profile

Currently, 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 thearduous (270 km) overland journey from Yangon takes around 6–7 hours. Upgrading the ChaungthaYangon road to an all-weather dual carriageway would reduce driving time to around 3 hours andcatalyze considerable additional tourism growth and investment. For destinations shown in Table 3, thenumber of domestic tourists is likely to be significantly higher.11
Some of the challenges arising from this highly concentrated pattern of arrivals include demand forhotels outstripping supply during the high season, which has led to significant price increases andvisitor 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 areexacerbated by insufficient measures to protect and interpret heritage assets and the lack of coordinatedstakeholder 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 withfamily 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.

Strategic Issues

11Table 5: Domestic and International Visitors at Selected Destinations, 2012
Share of international

Destination

Domestic

International

Total

Bagan

49,627

162,984

212,61127.5

Chaungtha

114,432

12,956

127,3882.2

arrivals (%) aInle

77,31590,937

168,252

15.3

Kyaikhto

1,000,000

65,7881,065,788

11.1

Mandalay

138,858

160,975

299,833

27.1

NgapaliNgwesaung
Yangon…

25,61425,614

4.3

19,29825,74645,044

4.3…

559,610559,61094.3… = data not available.
International arrivals by air only.
Sources: Kyaikhto Board of Trustees; Myanmar Tourism Federation.

aMyanmar 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 hostcommunities first need substantial planning assistance and capacity building. This also applies to thedevelopment of niche products such as ecotourism, heritage and festival tourism, cruising, ballooning,
volunteer tourism, and meditation tours. Market demand for specialized products suggests goodpotential; 14,653 visitors took a river cruise and more that 8,000 purchased balloon tours in 2012.

Institutional Environment

The Ministry of Hotels and Tourism is GOM’s designated agency with a mandate to guide thedevelopment of tourism in Myanmar. Key objectives and functions are to: (i) implement systematicdevelopment of Myanmar’s tourism industry; (ii) encourage national and international investmentin the tourism industry; (iii) develop opportunities for wide participation of private entrepreneurs intourism; (iv) promote Myanmar as a world-renowned tourist destination; (v) determine hotel andtourism zones; (vi) coordinate with relevant government departments and organizations to form anddefine 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 thebusiness.
As depicted in Figure 3, MOHT is led by a Union Minister and comprised of the Directorate of Hotels andTourism (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 leaseagreements), and the production and distribution of beverages.

12

Myanmar | Tourism Master Plan

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.

Strategic Issues

13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 deliverconditions 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 alead 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 actionsof 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, andresponsible manner. To allow the various agencies to effectively fulfill these roles, capacity building isrequired at many levels, particularly for government officials and private associations that will lead theimplementation of the Master Plan.

12

14

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

Myanmar | Tourism Master Plan

















Establish more tourism and hospitality training facilities
and programs with standardized courses.

Establish tourist information centers and promote
visitor safety.

Integrate domestic tourism as an important componentof the tourism economy.

Collect and monitor consistent and robust tourism dataand statistics.

Train local guides in responsible tourism and naturaland cultural heritage interpretation.

Ensure contract compliance and fair pricing for tourism
services.

Establish a comprehensive national accommodation
rating system consistent with ASEAN standards.

Enable and support community based tourism activities
that benefit local communities.

Provide tourism awareness training to local
communities and increase local participation in tourism
supply chains.

Develop a code of conduct & do’s and don’ts guidelines
for international visitors.

Raise awareness and prevent all forms of abuse andexploitation of children, women and men.

Ensure the tourism sector manages the use of energy
and water more efficiently.

15

MONPED

















MOCUL

















MOECF





















MOAI









MOC

















MOFR























MOIP











MOCON















MOFA







MOE











MOIN



















MORA

















MOT













MOCIT











MOHA











MOEP

















MOCOP











MOBA











MOH











MOLESS

















MOSWR



















MOLF











MORT







MOST

















































MTF

MOAI = Ministry of Agriculture & Irrigation; MOBA = Ministry of Border Affairs; MOC = Ministry of Commerce; MOCIT = Ministry of Communications and Information Technology; MOCON = Ministry of Construction;
MOCOP = Ministry of Cooperatives; MOCUL = Ministry of Culture; MOE = Ministry of Education; MOEP = Ministry of Electric Power; MOECF = Ministry of Environmental Conservation and Forestry; MOFR = Ministry of
Finance and Revenue; MOHA = Ministry of Home Affairs; MOHT = Ministry of Hotels and Tourism; MOI = Ministry of Industry; MOIN = Ministry of Information; MOIP = Ministry of Immigration and Population; MOLESS= Ministry of Labor, Employment and Social Security; MONPED = Ministry of National Planning and Economic Development; MORA = Ministry of Religious Affairs; MORT = Ministry of Rail Transport; MOST = Ministry of
Science and Technology; MOSWRR = Ministry of Social Welfare, Relief and Resettlement; MOT = Ministry of Transport; MTF = Myanmar Tourism Federation; UAGO = Union Attorney General’s Office.
Source: Adapted from the Myanmar Responsible Tourism Policy.

Promote tourism investment processes that embrace
responsible tourism development guidelines.

Liaison Role Ensure integrated tourism planning.

Advisory Role 

Priority Actions

Lead Role 

UAGO

Table 6: Roles of Government Agencies and the Myanmar Tourism Federation in Select Priority Actions of the Myanmar Responsible Tourism Policy

MOHT

Strategic Issues

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-relatedindustries. All except the Myanmar Hoteliers Association, Union of Myanmar Travel Association, andMyanmar 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 isencouraged to voice private sector concerns. It requires assistance to provide industry knowledge andtools 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 alack 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 otherchapters 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 beformed 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 ofmanagement 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 Environment

The overarching legal directives for tourism in Myanmar are enshrined in the 1993 Myanmar Hoteland 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 andtourism industry; (iv) contribute to international friendship and understanding through the hotel andtourism industry; (v) develop technical knowledge relating to the hotel and tourism industry and to

13

16

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

Myanmar | Tourism Master Plan

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 thedraft Minimum Wage Law, safeguard the rights of tourism workers to organize and seek fair wages andsafe 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 scrutinizedby 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 procedureson 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 todevelop 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 andcasinos 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 totravel 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 tointernational standards and incorporate sound environmental and social safeguards.

Pyidaungsu Hluttaw Law No. 7/2011.
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).
14
15Strategic Issues

17Transportation Infrastructure

GOM recognizes that its transportation infrastructure critically influences tourism development potential.
Compared with other ASEAN countries, Myanmar’s transport sector is under-developed for a countryof its size, population, and potential. Therefore, the Ministry of Transport (MOT) intends to prepare atransport 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 othercountries; (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, roadtravel 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 ofhandling 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%), followedby 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 fromthe 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 airseat 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. Averageseat 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 isscheduled to open in 2016 at Hanthawaddy, 80 km from Yangon, with an operating capacity of at least
20
21

18

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

Myanmar | Tourism Master Plan

10 million passengers per year. Thus, by 2017, Myanmar’s international airports are expected to havea 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
Origin

2009

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

11,24894

11,700162

22,313239

33,422

210

28,928

West Asia

0

0

0

0

0

0

76

8,360

263

28,930Americas

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

12,2482,078,379

48.8

43.4

20.0

26.0

17.6

20.4

38.1

47.4

y/y (%)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 notcommonly 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 freightcosts.

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 numberof 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.

Strategic Issues

19Superstructure and Services
Accommodations

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 Chairmanshipof 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 toimprove 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 designatedzones in Yangon, Mandalay, and Bagan. Other bodies have been formed to coordinate development inTaunggyi, Chaungtha, Inle Lake, Rakhine, Mawlamyine, Bago, Ngwe Saung, and Nay Pyi Taw.
Table 9: Accommodation Establishments by Location
2012

2013a

Location

NumberRooms

Number

Rooms

Share
(%)b

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

787

28,291

56

4,473

100.0

Total

In development. Including development pipeline.
Source: MOHT, 2012.

a

20

b

Myanmar | Tourism Master Plan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 andexpand 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 andaccommodation establishments to operate their own generators. Extra costs are passed on to clientsand 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 toarrange 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.

Strategic Issues

21

Finance and Investment

Public 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, andwater 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 fortourism 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 allowableloan 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 414room, $300 million build-operate-transfer (BOT) project that was approved in December 2012. Oncecompleted, 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 theproperty 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 andother sectors.

Human Resources

The 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 betrained 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-yearplans set out broad directions for improving access to and quality of post-primary education to meetthe 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

22

Pyidaungsu Hluttaw Law No. 13. 2011.

Myanmar | Tourism Master Plan

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 acomprehensive national plan for tourism human resource development.
Table 10: Estimated Direct Tourism Employment in Myanmar, 2012–2020
ConservativeHigh

Subsector

2012

2015

2020

2015

2020

Accommodation

44,05563,66884,458125,403

224,670

Food and beverage

146,850

212,225

281,528

418,009748,901

Recreation and entertainment

29,37042,44556,306

83,602

149,780

Transportation services

58,74084,890112,611167,204

299,560

Travel services

14,685

21,22328,15341,801

74,890Total

293,700

424,450

563,056

836,018

1,497,801

Sources: 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, anddisabilities 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 actionplans for priority sectors. Meanwhile, Myanmar’s tourism industry stakeholders have identified thefollowing 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/employeesof 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 in2006) 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), andthe 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) guidetraining (three months); (ii) tourism management, which provides basic industry knowledge (twomonths); 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 hostcommunities in tourism skills training, planning, and management. In addition to formal education andtraining, 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 themechanisms for delivering programs that support sound planning and development processes.

24

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

Strategic Issues

23

Growth Scenarios

Strong 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 from2013–2015, 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. Basedon 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 Scenario

ConservativeMid-range

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 ($)

150.00170.00150.00170.00150.00170.00

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.

24

High

Myanmar | Tourism Master Plan

Strengths, Opportunities, Constraints, and Risks

Before 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 Risks
Strengths• 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.
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.

Constraints• Lack of trained human resources.
• Insufficient public services,
infrastructure, and financial systems.
• Weak regulatory environment.
• Insufficient coordination among andbetween the public and private sectors.
• Lack of accurate tourism information.

Risks• Visitor’s perception of poor value formoney.
• Negative economic, social, andenvironmental impacts.
• Speed of economic reform andliberalization.
• Inappropriate metrics used to measure
tourism performance.
• Global economic instability and climatechange.
• Natural disasters.

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

GOM confirms that tourism development is a national priority, and is contributing to economic growthand poverty reduction, accelerating national reconciliation and the democratization process, and otherpriorities 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 andstates. Together with rising foreign and domestic investment, increased levels of visitor arrivals andspending 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 peoplecentered 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.

Strategic Issues

25

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 themanagement 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 depthof 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 andconsultation, controlling corruption and upholding the rule of law.

26

Myanmar | Tourism Master Plan

Strategic Issues

27

Myanmar | Tourism Master Plan

II. The Way Forward
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” aredescribed 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 Statement

The Master Plan adopts the vision set out in Myanmar’s Responsible Tourism Policy. Developed throughan extensive consultative process and with broad support from national stakeholders, the Governmentof 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 sharewith us our rich cultural diversity. We warmly welcome those who appreciate andenjoy our heritage, our way of life, and who travel with respect.”

Guiding Principles

To 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.

The Way Forward29

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 researchand 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 aproven 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 Development
Products

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, andLoikawNature-based activities

Visits to protected areas, sites of natural
beauty, and beach tourism

Inle, Bagan, Ngapali, and emerging
destinations (Ngwesaung, Chaungtha,
Kyaington, Kawthaung, and Myeik
Archipelago)

Adventure andexperiential tourism

Ballooning, cycling, motorbike tours,
kayaking and rafting, caravans, walking andtrekking, volunteer tourism, communitybased 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 andyachting

River and ocean cruises

Yangon, Bagan-Mandalay, Ayeyawady,and emerging destinations (Kawthaung)

MICE tourism

Meetings, incentive, conferences, andexhibitions

Nay Pyi Taw, Yangon, Mandalay, andNgapali

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

In terms of growing the visitor market, Myanmar welcomes tourists from around the world and willcontinue to review its visa policy to facilitate smooth and efficient access to the country. In the interestof responsible and sustainable tourism, Myanmar will closely monitor expansion of the sector andencourage 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 hostcommunities and protection of Myanmar’s natural and cultural heritage, and the need to boost thecontribution 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 volumeof annual visitors, national and destination specific indicators will be progressively developed to guidetourism-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, andwhere necessary, moderate visitor growth in sites experiencing excessive development pressures.
Based on experience gained during implementation of the Master Plan and in consultation with civilsociety and other public and private stakeholders, the Ministry of Hotels and Tourism (MOHT), theMyanmar Tourism Federation (MTF), and state and regional governments will further define the natureand extent of tourism activity that best suits the needs of the country.

30

Myanmar | Tourism Master Plan

Strategic Programs

Figure 5 summarizes the strategic programs and key objectives of the Master Plan. While each programand 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 andsustained 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

VISIONWe 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 PRINCIPLES
Develop tourism as a national priority sector.
Maintain cultural diversity and authenticity.
Enable the sector to compete on product richness, diversity andquality.
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 andnatural environment.
Ensure the health, safety and security of our visitors.
Promote a well trained and rewarded workforce.

STRATEGIC PROGRAMS
1. Strengthen
the Institutional
Environment

2. Build Human
Resource Capacityand Promote
Service Quality

3. Strengthen
Safeguards andProcedures for
Destination Planningand Management

4. Develop
Quality Products
and Services

1.1 Establish a Tourism
Executive Coordination
Board chaired at theVice President Level

2.1 Design a humanresources development
and capacity building
strategy

3.1 Develop innovative,
integrated andparticipatory
approaches to destination
planning and management

4.1 Design tourism
product development
strategies

1.2 Develop a tourism
planning framework to
support the Tourism
Executive Coordination
Board

2.2 Establish programs
and action plans to
implement the national
HRD policy

3.2 Strengthen tourismrelated social andenvironmental
safeguards

1.3 Strengthen tourism
information systems
and metrics

2.3 Develop a multistakeholder framework
and policies to improve
service quality

3.3 Improve zoning intourism destinations

1.4 Develop systems
to promote visitor
safety and consumer
protection
1.5 Strengthen
tourism’s legal andregulatory environment

3.4 Develop adaptation
frameworks andstrategies on tourism
and climate change

4.2 Develop an
ecotourism
management strategy
for protected areas
4.3 Strengthen tourismrelated supply chains

5. Improve
Connectivity andTourism-related
Infrastructure

6. Build theImage, Position,
and Brand of
Tourism Myanmar

5.1 Promotecomplementary
expansion of theaviation and tourism
industries

6.1 Determine thesupply, demand, andgap characteristics ofMyanmar’s travel andtourism system

5.2 Ensure tourism isincluded as a key
element of the nationaltransportation strategy

6.2 Create a strategic
marketing map for
Myanmar

5.3 Improve tourismrelated infrastructure topromote balanced andinclusive growth
5.4 Progressively easebarriers to visitor entry
and internal travel

3.5 Promote innovativeand green technologies in
tourism

6.3 Raise internal
awareness of
responsible tourism
6.4 Effectively manage
the image, position, andbrand of the destinationin the collective mind of
the international
marketplace

3.6 Strengthencommunity
involvement in tourism

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

Key objectives positioned under each strategic program represent the “best fit” for institutionalarrangements 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 crosscutting themes:

The Way Forward

31

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 andprocedures to facilitate sound environmental practices.
Partnerships. Partnerships between the public and private sectors, development partners, andcivil 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, andappropriate taxes and user fees will be promoted to secure the widest possible funding base tosupport 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 toparticipate 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 disclosureof 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 technicalassistance 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 ofniche 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 andeconomic 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 anddevelopment, and achieve wider development goals. Five key objectives aim to strengthen tourism
planning and management practices.

32

Myanmar | Tourism Master Plan

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 internationalorganizations 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 PacificAsia 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 anddepartments; (ii) establish and strengthen tourism planning committees and destination management
organizations (DMOs) in states and regions; and (iii) implement programs to strengthen the capacityof MTF’s regional chapters. Recognizing the need to develop the skills and capabilities of public andprivate 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 andoperators 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 fromemergency situations (e.g., earthquakes, typhoons, communicable disease outbreaks, or life threatening

The Way Forward33

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 awider 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 ofan environment that enables growth and investment in responsible tourism. To generate funds forresponsible tourism management at the destination level, GOM will strengthen systems to collectand 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 tourismrelated 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 willdevelop 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 thathas 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 theneed to build the capacity of the tourism workforce and sustainably manage growth in ways that areconsistent 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, andcultural 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 meansfor 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 positionof 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 ofa 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 innovativeand creative learning; and, (vi) monitoring indicators and related metrics to ensure effectiveness andrelevance.
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 anddelivery 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

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Myanmar | Tourism Master Plan

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 ofequal 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 ofcertification, 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, andoverseen by a National Tourism Professionals Board and Tourism Professionals Certification Board.
Implementation of ASEAN initiatives (e.g., the Mutual Recognition Arrangement [ASEAN-MRA] andpartnerships with agencies from the wider international arena, including universities specializing intourism 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 forcomplementary investments in “hardware” and “software,” collaboration between the public andprivate sector, and sharing of resources. Due to the lack of local opportunities, unaffordability, andinability to spend extended time away from family and work, many people are presently unable toaccess tourism education and training. Consequently, the tourism HRD strategy will promote distancelearning 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

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

The Way Forward35

Additional actions to expand access to quality tourism education and training, particularly for lowincome groups, women, youth, and ethnic groups, include the creation of (i) mobile training units andtraveling 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 withinternational 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 ofsignificant 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 ofsocial 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 harmonizedwith 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 impactsof rapid tourism growth due to the lack of human and financial resources needed to apply appropriatesocial 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 Planpromotes first-rate destination planning. For heritage destinations, the goal of such planning is topromote conservation through development and ensure that regulations and management systems
keep pace with changing site conditions. Similarly, to remain competitive in the global marketplace, theMaster Plan adopts the World Economic Forum’s recommendations to advocate destination planningthat 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 andmanagement 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

G. Lipman, T. De Lacey, and P. Whitelaw. 2013. Competitiveness, Jobs and Green Growth: A Local Model. In The Travel andTourism 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 Instituteof International Development (2012). Inlay Lake: a Plan for the Future. Inlay Lake Conservation Project. August 2012. Yangon.
26

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Myanmar | Tourism Master Plan

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 ofnational, state, and regional tourism planners to prepare integrated destination management plansthat 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, andthe 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 theinvolvement 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 andenvironmental 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 andpartnerships 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 ofsex tourism and human trafficking and also support training on prevention and detection methods forthe 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 withother 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.

The Way Forward37

for tourism infrastructure projects and establish minimum social and environmental standards fortourism 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 thephysical environment and respect the cultural landscape. The planning process will include mappingand zoning of sites and destinations to ensure that the protection of key habitats and natural andcultural 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 fordestination managers are central to the success of zoning and to enhance stakeholder understandingof planning concepts and processes.
Key Objective 3.4: Develop Adaptation Frameworks and Strategies on Tourism and Climate
ChangeAdaptation frameworks and strategies for tourism and climate change will reduce the carbon footprintof 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 tolimit the effects of climate change, destination development plans will (i) consider the vulnerabilityof tourism to the physical and economic impacts of climate change; (ii) increase the resilience andadaptive capacity of the industry to provide increased certainty for future investment; (iii) focus upongreen 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 willserve 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.

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Myanmar | Tourism Master Plan

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, andrelaxation with varying levels of comfort and spending in a single visit. Growing demand for productdiversity 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 tobe staple products, interventions are needed to diversify the product base and offer a wider range ofoptions 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 locallysourced 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 towardhigher-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 forbusiness meetings, conferences, and exhibitions. A product diversification strategy will embrace thedevelopment 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 operatorsand 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 andprovide 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) profilingthe 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 and29

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

The Way Forward

39infrastructure needs; (vi) investment requirements; and, (vii) employment- and income-generating
opportunities for local residents. The regulatory environment will introduce a system to collect andmanage 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 willcomplement 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 movementof people and catalyze private investment in tourism superstructure, GOM will incorporate tourism
considerations into national infrastructure planning. Improvements to road, rail, air, and watertransport 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 andaffordability of environmental services. Immigration services will undergo continual streamlining by
updating communications and information technology systems in sync with physical improvements tothe 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) ensuringthat 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 aviationindustry, 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 airseat 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 Baganand 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 toaccommodate 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 toimprove the availability and quality of transport options into the country and prioritize upgrades totransportation 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

40

Myanmar | Tourism Master Plan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 andboost tourist spending. All tourist destinations will promote expanded access to locally operated andenvironmentally friendly transport services.
Key Objective 5.3: Improve Tourism-Related Infrastructure to Promote Balanced andInclusive 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 apriority.
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 alreadyin 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 traveland 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, andselling. 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 arehighly 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 isviewed 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 threemarketing 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.

The Way Forward

41

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 willdevelop 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 ofsegmentation, seasonality, geographical spread, length of stay, and visitor yield. Ongoing monitoringof 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 totarget 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 andpositive brand identity and image. The dream scenario of a trip to Myanmar can easily be shatteredif 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 thatis the hallmark of Myanmar hospitality. Based upon research and consultation, GOM will create andposition 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 marketingmechanisms (e.g., trade shows, press releases, and travel writers) will be used to launch the brand andeach 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 theyarise.

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Myanmar | Tourism Master Plan

43

Myanmar | Tourism Master Plan

Myanmar | Tourism Master Plan

III. Implementationand Monitoring

Implementation

The organizational framework for implementing the Master Plan involves the creation of newagencies 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. Whilemembers 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

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

Implementation and Monitoring

45

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 andprovide guidance on necessary adjustments to related Ministries and the operations ofstate 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 tosupport strategic decision-making by TECB. GOM will invite international agencies with expertise intourism (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 andenvironmental impacts of tourism;• provide policy advice, technical assistance, and financial support to facilitate implementationof 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 thesocial, environmental, and economic impacts on tourism to enable effective decision-making andnecessary policy reforms. TTA will:• measure the flows and impacts of tourism activity;• be staffed mainly by economists, statisticians, information technology specialists, andmarketing 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 andpartners regarding Myanmar’s tourism system.

4.

The Ministry of Hotels and Tourism is the primary government agency responsible for thesystematic 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 andcoordinate 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 ensuresustained international visitor interest in Myanmar;• organize workshops, seminars, exhibitions, and training to upgrade the quality and technicalskills of the tourism industry;46

Myanmar | Tourism Master Plan• 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 acrosssectors. 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, orregional 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 andMOHT. DMOs will include representation from public, private, and civil society organizations andpromote 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 ofresponsible 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. Amongother 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 andimplementation 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.

Implementation and Monitoring47

Monitoring

MOHT will take the lead in monitoring the implementation of the Master Plan. Further, MOHT willproduce an annual report describing progress made against milestones and performance indicatorsfor 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 andcompletion 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 andpriority 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 Plan

The 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 $215.6 million, have been identified as fundamental
priorities. Importantly, large additional investments planned by GOM for transport and otherinfrastructure will provide further significant benefits to the tourism industry and boost visitor access.
Projects identified in the Master Plan aim to ensure responsible management of tourism growth andwide distribution of benefits.
Table 14: Indicative Cost Estimates of the Myanmar Tourism Master Plan
Cost Estimates
Strategic Program($ millions)($ 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 andManagement

164.7012.00

Develop Quality Products and Services

6.45

4.45

Improve Connectivity and Tourism-related Infrastructure251.00168.00

Build the Image, Position and Brand of Tourism Myanmar

2.50

2.50

486.80215.60Total
Source: Myanmar Tourism Master Plan Report (TA-8136).

48

All Projects

Cost Estimates
Priority Projects

Myanmar | Tourism Master PlanAppendix 1

49

2013–2014

MOHT, MONPED (§)

1.1.2 Establish tourism advisory body to support the Tourism Executive Coordination Board: inviteinternational tourism agencies (e.g., UNWTO, WTTC, GSTC, and PATA) and key development partners tojoin annual TECB meetings to facilitate transfer of strategic industry knowledge and advisory support.

2013–2015

2013–2015

2013–2014

MOHT, MONPED (§)

MOHT, MONPED,MTF (§)

MTF (§)

1.2.1 Establish tourism focal points/offices in key ministries: identify departments to provide policy, program,and technical support; conduct skills and knowledge audit; identify knowledge gaps and training needs;
deliver advisory and mentoring programs to impart industry knowledge and technical skills.

1.2.2 Establish tourism planning committees in states/regions with high tourism potential: prepare
mandate, procedures, and working practices of the committees; appoint key government offices andrepresentatives of MTF’s regional chapters to the committees; conduct a skills and knowledge auditof committee members; identify knowledge gaps and training needs; deliver advisory and mentoring
programs to impart industry knowledge and technical skills.

1.2.3 Strengthen the organizational and professional capacity of MTF’s 10 associations: conduct a skills andknowledge audit of the associations and their regional chapters; deliver a business advisory support
program to strengthen the management of associations with a focus on corporate social responsibility.

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

2013–2014

MOHT, MONPED,MTF, President’s
Office (§)

1.1.1 Prepare Tourism Executive Coordination Board mandate and operational processes: review mandate
and working practices of similar boards in other countries; identify key government ministries,
states, regions, and private sector representatives to be appointed to the TECB; prepare and approve
operational processes and decree to establish the Board; conduct a skills and knowledge audit of TECB
members; identify knowledge gaps and training needs; establish a learning program to impart industry
knowledge to TECB members.

Lead Agencies

Time frame

Strategic Program 1: Strengthen the Institutional Environment

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

Key Objectives and Activities

Myanmar Tourism Master Plan :Long Term Implementation Framework (2013–2020)

Appendix 1

MTF chapters established inall states and regions; 50% ofmembers trained in association
management and corporate social
responsibility.

At least five state/regional
tourism committees established;advisory and mentoring programs
delivered.

Tourism focal points established;advisory and mentoring programs
delivered.

TECB advisory support program
established.

TECB decree approved by cabinet;
agencies/members appointed;
learning program established.

Performance Indicators

50

Myanmar | Tourism Master Plan

2013–2014

2013–20142014

2014–2020

2014–2015

2014–2020

MOHT, MONPED, (§)

MOHT, MONPED,MTF, CSO (§)
MOHT, MONPED,MTF, CSO (§)

MOHT, MONPED,MTF, CSO, national
universities (§)

MOHT, MONPED,MTF, CSO, national
universities (§)

MOHT, MONPED,MTF, CSO, national
universities (§)

1.2.5 Strengthen the institutional capacity of MOHT: review management structure, including job profiles,
responsibilities, decision-making procedures, and the skills and capabilities of managerial andadministrative staff; map results against what is needed to successfully implement the Master Plan;deliver capacity building programs and appoint qualified staff to fill gaps.

1.3.1 Create and empower a multisector TTA: appoint and train staff in methods and procedures to measure
tourism-related income and employment generation.

1.3.2 Define tourism key performance indicators and targets for use at national and state/regional levels:
review, approve and communicate key performance indicators (KPIs) to domestic stakeholders andinternational partners.

1.3.3 Refine procedures for calculating tourism receipts and contribution to GDP: review current procedures,assess alternative options, and refine methods to more accurately calculate annual tourism receipts;
implement appropriate systems and procedures to measure tourism’s direct, indirect, induced, and total
contribution to GDP.

1.3.4 Strengthen tourism value chain analysis: adopt a standard methodology and provide training needed
to undertake tourism value chain analysis; map tourism spending in states/regions, particularly for
agricultural produce, labor, local transport, accommodation, and handicrafts; identify areas where
spending can be increased and economic leakage reduced.

1.3.5 Measure and track tourism-related employment: define the characteristics of tourism-related jobs;
adopt a standard methodology to track the number and percentage of full- and part-time workers
employed in tourism and related industries, including youth, women, older workers, and ethnic groups;
assess levels of pay and benefits; calculate levels of public expenditure on tourism-related labor policies.

Objective 1.3: Strengthen Tourism Information Systems and Metrics

2013–2015

Time frame

MOHT, state/regional
governments (§)

Lead Agencies

1.2.4 Establish DMOs for primary and secondary destinations: prepare the mandate, procedures and working
practices for DMOs; conduct a skills and knowledge audit of DMO members; identify knowledge gaps
and training needs; deliver an advisory support program to impart industry knowledge and assist DMOs
to improve tourism planning.

Key Objectives and Activities

Methodology established andannual reports on levels on
tourism-related employment
published.

Methodology established and six
reports on tourism value chain
analysis published.

Annual report on tourism’s
contribution to GDP published.

Tourism KPIs identified andcommunicated.

TTA established.

MOHT capacity to implement
the Master Plan; 5 new state/regional departments of hotels
and tourism established.

At least 10 DMOs established.

Performance Indicators

Appendix 1

51

1.5.2 Streamline the approval process for obtaining hotel licenses: identify impediments in consultation
with industry stakeholders; review international good practice for effective licensing systems; prepare
and approve streamlined licensing procedures with appropriate incentives; train government staff toeffectively implement the new procedures.

1.5.1 Develop a system to collect and manage tourist user fees and taxes: review international good practicefor collection and management of tourist user fees and taxes; assess advantages, disadvantages, andtransaction costs and determine appropriate systems for Myanmar; strengthen the legal framework anddevelop guidelines to consistently impose national tourist user fees and taxes; implement mechanisms
to allocate public revenue for tourism management, protected area management and promotion of
responsible tourism.

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

1.4.5 Include tourism services in consumer protection laws, rules and regulations: conduct a review of goodpractice tourism-related consumer protection laws in other countries; consult stakeholders to review
issues and prioritize needs for tourism-related consumer protection in Myanmar; draft and approve
tourism-related articles of Consumer Protection Law; promote public awareness of the Law.

MOHT, MOI, MOC,MTF

MOFR, MOHT,
UAGO, MONPED,MOECF, MOCUL,
MORA, MTF

MOC, UAGO, MOHT,MTF (§)

2013–2014

2013–2020

2014–2015

2013–2015

2014

MTF, MOHT, MOT

1.4.3 Develop a national policy and codes of conduct to promote visitor safety: consult with stakeholders
to review visitor safety and security issues, especially regarding transport; review visitor responses tosurveys; draft and approve policy, guidelines and codes of conduct.

1.4.4 Establish tourist police units in all tourist areas: approve establishment of tourist police units and offices MOHA, MOHT
in key tourist areas; train trainers of tourist police; provide training and equipment for the newly formed
tourist police force.

2014–2020

MOHA, MOHT,
DCA, MOT, MTF,
state/regional
governments

1.4.2 Develop procedures to manage and recover from natural disasters and emergency situations (e.g.,
earthquakes, typhoons, and communicable disease outbreaks): involve local stakeholders and the
media in the preparation of disaster preparedness and response measures; disseminate such measures
to Government agencies and all MTF members.

2014Time frame

MOH, MOHT, MOHA

Lead Agencies

1.4.1 Develop evacuation guidelines for tourists requiring emergency medical assistance: involve local
stakeholders in the preparation of guidelines and procedures for emergency evacuations; disseminate
procedures to government agencies and MTF associations at all levels; conduct ad-hoc training
simulations in primary and secondary tourist destinations.

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

Key Objectives and Activities

Licensed hotels and guesthouses
increase by an average of 20%
above baseline rate annually
through 2020.

System to collect and manage
national tourist user fees andtaxes effectively applied.

Tourism-related articles
incorporated into Consumer
Protection Law.

20 tourist police offices
established and 100 officers
trained.

Codes of conduct approved andwidely distributed.

Disaster preparedness andresponse measures published andbeing implemented.

Evacuation procedures preparedand disseminated.

Performance Indicators

52

Myanmar | Tourism Master Plan

Time frame
2013–2015

2013–2015

Lead Agencies
MOHT, MOC, MTF

MOHT, MONPED,MOLES, MOSWRR
MTF, UAGO, state/regional governments (§)

1.5.3 Streamline approval processes for other types of tourism-related enterprises (e.g., restaurants,
tour operators and tour guides): identify impediments in consultation with industry stakeholders;review international good practice for effective licensing systems for tourism-related enterprises andprofessions; prepare and approve appropriate licensing procedures in consultation with industry
stakeholders; provide training for government staff to implement the new procedures.

1.5.4 Review the Law on Tourism and tourism-related legislation and make appropriate amendments
to better align with the needs of the tourism industry: consult with key stakeholders, including
Government agencies, private operators, and civil society to identify gaps in the current Tourism Law andtourism-related legislation; prepare and approve amendments to the Tourism Law and tourism-related
legislation addressing issues such as investment, gaming, labor, and establishment of outbound tour
operations for Myanmar citizens; widely disseminate the content of the amended Law using seminars
and the media.

Key Objectives and Activities

Amended Tourism Law approved
and disseminated widely in eachstate/region.

Licensed restaurants, tour
operators, and tour guides
increase by an average of 20%
above baseline rate annually
through 2020.

Performance Indicators

Appendix 1

53

2013–2020

2013–2015

2013–2015

2015

MOHT, MOE and
MTF with partnering
education andtraining institutions(§)
MOHT with ASEAN
ATPMC

MOHT’s ETD, MTF(§)

MOHT’s ETD, MOE,
MTF

2.1.2 Establish an Education and Training Department within MOHT: prepare the roles and responsibilitiesof the ETD; appoint director, staff, and advisory group made up of national and international experts;
prepare ETD annual budget and work plan; develop innovative research and learning programs
to support quality service delivery; identify a set of internationally accepted metrics to assess theeffectiveness of various initiatives.

2.1.3 Establish a National Tourism Professionals Board (NTPB) and Tourism Professional Certification
Board (TPCB): develop standards and certification criteria aligned with the ASEAN Mutual Recognition
Arrangement on Tourism Professionals; work with the ASEAN Tourism Professional Monitoring
Committee to prepare and implement human resource development programs under the ASEAN
MRA on Tourism Professionals; set up systems and mechanisms to implement competency standards;
strengthen tourism education and training providers for ASEAN tourism competency standards toensure quality of instruction, learning approaches, curriculum materials and credibility of competency
standards.

2.2.1 Deliver short-term priority training in the main tourism and hospitality professions: prioritize areas
for immediate training assistance such as food production, food and beverage service, front office,housekeeping, basic skills in operating travel agencies, tour guide training and tour operations; utilize
resources and facilities to implement training when available; prepare additional learning materials
where needed; establish a mobile training unit drawing on expertise in the MOHT and MTF.

2.2.2 Establish procedures and criteria for approving private sector training courses: coordinate withministries of education from ASEAN countries to review regional good practice and procedures andcriteria; based on regional good practice prepare and approve procedures for Myanmar.

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

2013–2014

Time frame

MOHT MONPED,MOECF, MOE, MTF,
MOC, MOHA, MORA,
MOCUL, MOI, MOIN(§)

Lead Agencies

2.1.1 Prepare an industry-wide skills audit, comprehensive tourism education and training needs
assessment, and National Tourism HRD Strategy: establish a multisector working group to oversee theassessment and strategic planning process; prepare joint terms of reference for the assessment andsubsequent preparation of the National Tourism HRD Strategy; undertake the assessment and based on
results prepare and approve the National Tourism HRD Strategy.

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

Key Objectives and Activities

Performance Indicators

National procedures and criteria
for tourism training standards
established.

Six main destinations conduct
five introductory or intermediate
courses for 23,000 learners.

NTPB and TPCB established. HRD
programs aligned with ASEAN
competency standards designed.

ETD established and operating.

Comprehensive assessment
completed and National Tourism
HRD Strategy approved.

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

54

Myanmar | Tourism Master Plan

2013–2015

MOHT, MTF, MOE (§)

2.2.4 Implement train the trainer learning programs for the public and private sectors: identify priority
training areas in need of qualified trainers; train trainers in cooperation with training institutes anduniversities from selected countries; design national learning materials based on international goodpractice; implement cascade training of trainers in four key tourist destinations.

2014–2020

MOE, MOHT (§)

2.2.7 Establish partnerships with international universities and institutions: based on recommendations
from the HRD strategy, promote partnerships with select universities to support joint curriculum
development together with faculty and student exchanges and scholarships.

2014–2015

2015–2020

2013–2014

MOHT, MTF

MOHT, MOE (§)

MOHT, MTF (§)

2.3.1 Define service standards: organize ASEAN working group and stakeholder meetings to establish afoundation for a set of national service standards; define and approve appropriate standards (including
front- and back-of-house elements); prepare and widely disseminate a brochure on the approved
standards.

2.3.2 Develop service-related training programs: design curricula and training materials to improve service
standards; implement a train the trainers program; deliver cascade training to improve service quality inprimary and secondary destinations.

2.3.3 Establish quality standards for staff management and recognition: develop and adopt international
standards for staff management and recognition; develop training materials and curricula; implement a
train the trainers program; deliver training programs in primary and secondary destinations.

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

2015–2020

MOE (§)

2.2.6 Introduce tourism as a subject in all secondary schools: based on international good practice consult
with key internal and external stakeholders to develop and deliver introductory courses on tourism insecondary schools.

2013–2020

2014–2016

MOHT, MTF, national
universities

2.2.3 Ensure learning effectiveness: based on applied research prepare case studies on four of the mosthighly attended training subjects to test prototype methodologies and approaches to ensure learning
effectiveness.

MOHT, MTF (§)
2.2.5 Promote international standards: design and implement a learning program with international travelfor staff of public and private agencies to increase experience with high quality international educational
practices.

Time frame

Lead Agencies

Key Objectives and Activities

Quality standards establishedfor staff management and 500
learners participate in 20 trainings
held in key destinations.

At least 2,000 learners participate
in 40 trainings held in key
destinations.

Service quality standards
established; 10,000 brochures
distributed to private and public
tourism stakeholders.

Partnerships established withat least three international
institutions and exchange
programs in place.

Courses offered in at least 50% of
secondary schools in key tourist
destinations.

At least 50 people participate
in annual international learning
programs.

Core team of 40 public andprivate trainers trained. Cascade
training provided for 4,000
service providers.

Four case studies assessing
learning effectivenessmethodologies produced.

Performance Indicators

Appendix 1

55

Lead Agencies

Limits of acceptable change
established and monitored in four
key destinations.
Visitor satisfaction and length ofstay increases at four destinations
where interpretation plans arebeing implemented.

2013–2020

2014–20172014

2014–2016

MOHT, MONPED,MOECF, MOC,
MORA, state/regional
governments (§)

State/regional
governments, MOHT,
MONPED, MOECF,
MOC, MORA (§)
State/regional
governments, MOHT,
MOCUL, MTF (§)
MOHT, MOCUL,
MORA, MOECF,
state/regional
governments (§)

3.1.2 Design and implement destination management plans for key destinations; identify infrastructure,
visitor service needs, institutional arrangements and human resources, product mix and marketingneeded to improve destination management; prepare and approve the destination management plans;
facilitate implementation of the plans by local government, DMOs, private and civil society stakeholders;
implement monitoring program to evaluate the positive and negative social and economic impacts of
tourism, especially on local communities.

3.1.3 Design and implement capacity building programs to support destination management: identify
knowledge and skill needs of local stakeholders at the destination and site levels; deliver regular andsequential training on responsible tourism management at the destination and site levels for key
stakeholders.

3.1.4 Pilot the use of limits of acceptable change processes for social and environmental impact monitoring:undertake research to define the limits of acceptable change for select social and environmental
indicators; pilot monitoring systems in four key tourist destinations.

3.1.5 Develop interpretation plans for the main and secondary destinations: compile site and destination
resource inventories (e.g., tangible and intangible heritage and events); identify the types,
characteristics, and behavior of visitors; identify interpretive themes and key messages; create
appropriate interpretive programs and services for different types of visitors; determine innovativeinterpretive techniques and media that are compatible with budgetary and human resources; designand deploy a monitoring program to evaluate the effectiveness of interpretation program; refineinterpretation plans as appropriate.

At least 800 people participate in
the responsible tourism capacity
building program.

Destination management plansapproved and being implemented
in four main and four secondary
tourist destinations.

2013–2014

Core planning team establishedand planning approach fordifferent destinations agreed.

Performance Indicators

MOHT, MONPED,MOECF, MOC,
MORA, state/regional
governments (§)

Time frame

3.1.1 Establish a core planning team and framework to develop destination management plans; prepare
terms of reference and appoint staff from relevant ministries and state/regional agencies to the planning
team; conduct a review of national and international good practice for participatory and integrated
destination management planning; undertake participatory research in key destinations to determine
which methods, tools and approaches are best suited to specific locations.

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

Key Objectives and Activities

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

56

Myanmar | Tourism Master Plan

2013–2020

2013–2020

2014–2015

2014–2015

MOECF, MOSWRR,
MOHT, NGOs,
state/regional
governments (§)

MOHA, MOHT,
MOC, MOBA, MORA;MOSWRR,

MOHT, MOC, MOE,
MOECF, MOSWRR,
MTF, NGOs (§)

MTF, MOHT, MOC,
MOECF, MOLESS,MOSWRR, NGOs (§)

3.2.2 Strengthen social and environmental safeguard policies and impact assessment requirements fortourism investment projects: review safeguard policies and laws on environmental and social impact
assessment requirements including safeguards for the environment, involuntary resettlement andindigenous peoples; identify issues and gaps; prepare recommendations to strengthen safeguard policies
and assessment and review requirements based on international good practice; review and approverevised safeguard policies including EIA and SIA requirements for tourism investment projects; train
officials and EIA and SIA practitioners on the implementation of the new requirements.

3.2.3 Ensure that tourism development promotes full respect for the dignity, human rights, livelihood
systems and cultural uniqueness of ethnic peoples: develop a policy and guidelines to promote
equitable participation of ethnic groups in tourism; review current laws, legislation and industry
practices; identify issues and gaps; draft policy and codes of conduct in consultation with community
leaders and civil society; approve and implement policy; distribute information and education materials
on the policy to ethnic groups and private operators.

3.2.4 Establish minimum social and environmental standards for tourism enterprises: prepare a set ofminimum social and environmental standards based on the Global Sustainable Tourism Criteria;
review and agree on the standards in consultation with industry stakeholders; publish and distributeinformation and education materials to raise awareness of the standards.

3.2.5 Promote corporate social responsibility and inclusive business practices in the tourism industry:
review, develop and implement appropriate guidelines for corporate social responsibility throughparticipatory processes; develop training manuals and information and education materials for use anddissemination by private associations and enterprises.

Time frame
2013–2020

Lead Agencies

MOSWRR, MOHT,
3.2.1 Implement actions to prevent sex-tourism and human trafficking: prepare a status report andstate/ regional
recommendations on the prevention of sex tourism, trafficking and tourism’s negative impacts on childgovernments
welfare; review international good practice for combating sexual exploitation of children and humantrafficking; expand cooperation with international organizations supporting prevention programs;
implement actions to combat sexual exploitation of children and all forms of sex tourism and humantrafficking that build on the 2006-2015 National Plan of Action on the Protection of Children and the Anti
Trafficking in Persons Law; train police officers in prevention and early detection methods.

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

Key Objectives and Activities

80% of MTF members
implementing corporate social
responsibility programs.

Minimum social andenvironmental standards
approved and implemented by
30% of tourism enterprises.

Policy on ethnic participation in
the tourism industry approved
and disseminated.

Updated social and environmental
safeguard policies and EIA and SIA
requirements approved and being
implemented.

Status report andrecommendations published.
National prevention program
expanded and at least 100 police
officers trained.

Performance Indicators

Appendix 1

57

2014–2017

MOHT, MOC,
MOECF, MOHA,
MONPED, MORA,MOSWRR, MTF,
state/regional
governments (§)

3.3.2 Prepare zoning plans for key tourist destinations: using participatory processes prepare base maps forthe destinations and determine areas with important cultural and natural attributes in need of special
protected status; determine suitable land for development of infrastructure and commercial activities;
prepare rules and regulations for each zone; review and approve the zoning plans; develop anddisseminate information and educational materials about the zones.

2013–20142015–2020

2015–2012

MOHT, MOECAF,
MOIN, national
universities, MTF (§)

MOHT, MOEP,MOECF, MOIN,
universities (§)

MOHT, MOEP, MOIN,
MOECAF, MTF

3.4.1 Establish a tourism and climate change management framework: conduct destination adaptation
research to assess the likely impacts of climate change on tourism destinations; prepare adaptation,
mitigation and green growth strategies to be implemented in these destinations.

3.4.2 Integrate climate change knowledge into destination plans: incorporate findings of national andregional vulnerability and adaptation studies into tourism planning and decision-making tools and plansat the state/regional, destination, site and enterprise levels.

3.4.3 Raise industry awareness on emission management: develop good practice guidelines on emission
management suitable for the national context; prepare and disseminate information and educationmaterials such as fact sheets on emission management tools and resources, including advice on
voluntary carbon offsets, targeting destination managers, event organizers and tourism enterprises.

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

2014–2015

Time frame

MOHT, MTF,
MONPED, MOEFC,
MOC, MORA, MOHA,
state/regional
governments (§)

Lead Agencies

3.3.1 Review the status of hotel zone development (e.g., Mandalay, Bagan, and Inle): review progress andissues with hotel zone development within the context of Myanmar’s responsible tourism policy;
develop a planning framework that harmonizes hotel zone planning with national objectives to protect
natural and cultural heritage and promote the well-being of local residents.

Key Objective 3.3: Improve Zoning in Tourism Destinations

Key Objectives and Activities

National guidelines on emission
management developed andwidely disseminated.

Site, destination and regional
tourism plans incorporate
recommendations of regional
vulnerability studies

Green growth strategies being
implemented in at least threedestinations.

Zoning plans approved for six key
tourist destinations.

Zonal planning approachdeveloped and applied at all
destinations experiencing highvisitor growth.

Performance Indicators

58

Myanmar | Tourism Master Plan

2014–2020

MOHT, MOFR,
MOSWRR, MTF

Promote architecture and facilities design that meets the needs of people with disabilities: prepare
national guidelines to support expansion of barrier-free tourism; provide incentives such as tax
reductions and affordable finance to support an increase in the availability of tourist facilities that areaccessible to people with disabilities; implement an information and education campaign on barrierfree tourism targeting architects, accommodation providers, and tour operators.

3.5.2

2013–2020

2014–2020

MOHT, MOC,
MOLESS,
state/regional
governments (§)

MHT, MTF,
state/regional
governments (§)

Strengthen national policies to empower and involve local communities and ethnic groups intourism planning and management: prepare a national policy on community involvement in tourism
to complement the Myanmar Responsible Tourism Policy; design and implement demonstration
projects that promote participation of women, ethnic groups and the poor in the tourism industry;
ensure women, ethnic groups and the poor have equal opportunities to participate in and benefit
from the tourism industry.

Design and implement community-based tourism pilot projects: identify potential target areas andcommunities; verify product demand with tour companies and tourists; consult with communities
and private operators on their needs for CBT development; design CBT pilot programs with anemphasis on local participation and ownership; carry out training needs assessment; provide
capacity building programs; facilitate networks between local communities and other stakeholders
including local government, academic institutions, tourism businesses and NGOs to support
project implementation; design and conduct monitoring systems to evaluate economic, social andenvironmental impacts ; share results with stakeholders and modify the CBT approaches; promoteknowledge sharing between communities and among Myanmar and neighboring countries; promote
development of multi-country CBT itineraries.

3.6.1

3.6.2

Key Objective 3.6: Strengthen Community Involvement in Tourism

2014–2020

MOHT, MOEP,
MOCON, MTF

Time frame

Promote green technologies in accommodation and MICE subsectors: review international
standards and good practice for promoting innovative green technologies to reduce the use ofenergy and water and improve management of solid waste; analyze and recommend suitable
technologies for use in Myanmar; promote suitable green technology at all tourism and hospitality
meetings and conventions; convene an annual conference on innovative green technologies; provide
incentives such as tax reductions and affordable financing for investors interested in adopting
green technologies; conduct an information and awareness campaign on the advantages of green
technologies targeting tourism enterprises; expand implementation of the ASEAN Green HotelStandard.

Lead Agencies

3.5.1

Key Objective 3.5: Promote Innovative and Green Technologies in Tourism

Key Objectives and Activities

At least 10 pilot CBT programs
designed and implemented.

National policy approved andbeing implemented in all tourist
destinations.

At least 40% of tourist facilities
are accessible to people withdisabilities.

50% of hotels adopt some formof green technology and 25%
achieve ASEAN Green HotelStandard.

Performance Indicators

Appendix 1

59

2014–2020

2014–2016

2015–2020

MOHT, MTF, national
universities (§)

MOHT, MTF (§)

MTF, MOHT (§)

4.1.2 Research tourist motivations and behaviors: conduct research on domestic and international market
segments; evaluate potential interest in new products and services; discuss and verify results with
inbound and outbound tour operators and using social media.

4.1.3 Prepare product development strategies: based on results of activities 4.1.1 and 4.1.2 prepare
strategies for developing various tour products and services such as adventure tourism, volunteer
tourism, pilgrimage and meditation tourism, cruise tourism, culinary tourism, MICE tourism andeducational tourism.

4.1.4 Implement strategies to diversify the product base and improve quality: prepare terms of reference
and establish multisector public–private product development taskforces; appoint Chairperson and
MOHT “Product Development Coordinators” for each taskforce; deliver seminars and training programs
to build capacity for product development, itinerary building, marketing and developing business-tobusiness linkages between inbound tour operators and generating markets.

4.3.1 Improve linkages between local producers and the tourism industry: research linkages between the
tourism industry and local communities as suppliers of goods and services such as farm products,
handicrafts, food and beverages, cultural performances, and transportation services; based on theanalysis design and implement pilot projects to demonstrate how to expand access to tourism supply
chains for local producers and service providers.

MOC, MOCOP, MOAI,
MOHT (§)

2014–2018

2014–2015

MOECF, MOHT, MTF(§)

4.2.2 Prepare guidelines for ecolodges in protected areas: review international good practice and prepare
national guidelines for ecolodge development in protected areas; identify opportunities to establish
value-chain linkages with surrounding communities; survey and select sites for development; prepare
lease agreements and incentives to attract private investors; facilitate partnership agreements between
ecolodge operators and local communities to support biodiversity conservation.

Key Objective 4.3: Strengthen Tourism-Related Supply Chains2014

MOECF, MOHT, MTF(§)

4.2.1 Prepare an Ecotourism Strategy for Protected Areas: review current status of nature-based tourism andtourism activity in and around protected areas; assess options and opportunities to expand ecotourism
development in and around protected areas; verify opportunities with private operators; prepare,approve and disseminate content of the strategy.

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

2013–2014

Time frame

MOHT, MTF, national
universities (§)

Lead Agencies

4.1.1 Assess product potential: conduct product development research; prepare SWOT analysis to identify
and prioritize potential products; discuss and verify results with inbound and outbound tour operators
and using social media.

Key Objective 4.1: Design Tourism Product Development Strategies

Key Objectives and Activities

Strategic Program 4: Develop Quality Products and Services

Six pilot projects implemented
with 5,000 local entrepreneurs
benefiting from improved accessto tourist supply chains.

Approved guidelines publishedand 10 sites identified forinvestment.

Approved National Ecotourism
Strategy published.

Product taskforces formed
and 20 seminars held with 800
participants.

Development strategies preparedfor eight product types.

Annual report on tourist
motivations and behaviors
published.

Report on results of productdevelopment research published.

Performance Indicators

60

Myanmar | Tourism Master Plan

2014–2015

2014–2020

MOT

MOT

5.1.4 Conduct a review of the international domestic aviation industry: review and recommend
improvements to current routing, infrastructure and ground services with a view to improving safety,
security and service; recommend measures needed to allow daily flights to originate at locations otherthan Yangon.

5.1.5 Upgrade domestic airport terminals and services: based on the recommendations of the aviationindustry review upgrade infrastructure and services at domestic air terminals; promote public–private
partnerships for the management and upgrading of terminals or development of new facilities.

5.2.1 Integrate tourism into national road improvement planning: consult with tour operators to prioritize
for improvement national roads linking areas of high touristic value; identify where access roads andamenities are needed to facilitate development of tourist attractions situated along the main andsecondary transport arteries; identify roadways with high scenic value and put measures in place toconserve their touristic value.

2014–2020

2013–2014

MOT, MOHT,
state/regional
governments

5.1.3 Review policy on international flights into Bagan and Inle Lake (Heho): prepare a review of current
policy on international flights into the two airports; assess the capacity of tourism-related management
systems and the accommodation subsector to cope with direct flights from international generating
markets.

MOT, MOCON,
MOHT, MTF (§)

2013–2020

MOT

5.1.2 Promote direct international flights into Mandalay and Nay Pyi Taw: provide incentives forinternational airlines and charter aircraft to operate direct flights to Mandalay and Nay Pyi Taw.

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

2013–2014

MOHT, MOTTime frame

5.1.1 Assess the capability of Yangon’s accommodation subsector to handle expanding aviation capacity:
determine accommodation stock in Yangon; prepare forecasts of the accommodation subsector’s
expansion to 2020; based on the analysis develop measures to harmonize future growth in air-seat
capacity with the availability of accommodation stock.

Lead Agencies

Strategic Program 5: Improve Connectivity and Tourism–Related Infrastructure

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

Key Objectives and Activities

Tourism is mainstreamed into
national road improvement
programs.

At least three domestic terminals
upgraded or newly developed by
2017.

Review published. At least one
daily flight originating in the main
tourist destinations.

Policy review published.

Increased international air seatcapacity to Mandalay and Nay
Pyi Taw.

Measures to harmonize
expansion of air-seat capacity andaccommodation stock in Yangon
implemented.

Performance Indicators

Appendix 1

61

2014–2020

2014–2020

2014–2020

2013–2020

State/regional
governments, MOT,
MOCON, MOBA,
MOHT (§)
State/regional
governments, MOT,
MOCON, MOHT (§)

5.3.1 Promote investment in feeder roads to tourist attractions: prepare feasibility studies for road
improvement projects that are linked to destination management plans in key locations (e.g. Bagan,
Inle, Kyaington, and Ngapali); source public financing for priority projects; develop sustainablefinance mechanisms for operations and maintenance.

5.3.2 Develop river piers and seaports with passenger facilities at key locations: (e.g., Bagan, Inle Lake,
Kawthaung, and Mandalay) prepare feasibility studies for development of river piers and seaports thatare linked to destination management plans; promote public and private investment to develop andoperate the facilities and related services; develop sustainable finance mechanisms for operations andmaintenance.

MOCIT, MOHT, MTF
5.3.3 Improve the coverage and reliability of Internet services in tourist destinations: promote public andprivate investment to expand broadband and mobile Internet services in all tourist destinations; provide
technical support and incentives to increase the number of tourism-related enterprises using theInternet for business services, marketing, and knowledge sharing; implement information and education
campaigns on good practice guidelines for Internet use by tourism-related enterprises; promote
development of local website design and maintenance industries.

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

2014–2020

Time frame

Lead Agencies
MORT, MOHT, MTF(§)

MOT, MTF
5.2.3 Ensure adequate local tourism transportation services are available: prepare a study on theavailability, cost and quality of local tourism transportation services at key destinations; integrate
recommendations into national and destination level transportation planning; streamline processes for
issuing and approving metered taxi licenses at all levels; promote the expansion of widely accessible andenvironmentally friendly locally operated transportation services at the destination level.

5.2.2 Integrate tourism into national railway improvement planning: consult with tour operators to prioritize
for improvement rail routes between locations of high touristic value; ensure tourism-related issues
are adequately reflected in rail transport studies, including the value of railways in supporting a lowercarbon tourism economy; promote investment in railways and rolling stock with sleeping facilities andcompartments; seek private investment in niche luxury market rail services between key destinations.

Key Objectives and Activities

Performance Indicators

Local businesses and tourists haveaccess to efficient and reliable
Internet services in all tourist
destinations.

Four river pier/seaport
investments projects approved.

At least 10 investment projects toimprove feeder roads to tourist
attractions approved.

Availability, quality andcompetitiveness of tourism
transportation services increase
in all key tourist destinations.

Tourism is mainstreamed innational railway improvement
programs.

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Myanmar | Tourism Master Plan

2014–2017

MOEP, DMOs,
state/regional
governments

5.3.5 Improve the coverage and reliability of electricity supply at key destinations: prepare feasibility
studies for improved generation, transmission and distribution of electricity in key tourist destinations;promote public and private investment in power generation, transmission and distribution, including
independent power producers and off-grid technologies.

2014

2014–20152014

2014–2020

MOIP, MOHA, MOHT(§)

MOIP, MOHA, MOHT

MOIP, MOHA, MOHT

State/regional
governments, MOIP,
MOBA, MONPED,
MOHT, MTF

5.4.1 Expand the availability of tourist visa on arrival services: assess the capacity of the tourism industry toeffectively manage the expected incremental increases in visitor arrivals from expanding the availabilityof tourist visa on arrival at international airports, land borders and sea ports; based on the assessment
establish an appropriate time frame to expand tourist visa on arrival services for: (i) additional source
markets entering at international airports, (ii) priority source markets entering at land borders; (iii)
priority source markets entering at seaports; improve the infrastructure and information technology
needed to efficiently process tourist visas at all places of entry; train immigration officers to improve
management of the visa on arrival system.

5.4.2 Provide visa extension service to visitors already in the country: establish an appropriate time frame tointroduce tourist visa extension services for visitors already in the country; train immigration officers to
implement in-country systems to extend tourist visas.

5.4.3 Introduce/expand the e-visa system for tourists: establish an appropriate time frame to expand theavailability of tourist e-visas; train immigration officers and service providers to implement and monitor
the e-visa system.

5.4.4 Promote tourism in all states and regions: review travel restrictions on visitor movements andrequirements for special permission to visit restricted areas; raise awareness of benefits and constraintsof tourism activity among key stakeholders; raise awareness of travel conditions in previously restricted
areas among target audiences; promote tourism-related investment in previously restricted areas.

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

2014–2020

Time frame

State/regional
governments, andDMOs (§)

Lead Agencies

5.3.4 Develop/improve facilities for storage and treatment of solid waste and wastewater: prepare
feasibility studies on the improvement/development of facilities needed to store and treat solid
waste and wastewater at key tourist destinations; design and implement strategies to reduce waste
and expand the coverage of environmental services; promote public and private investment withappropriate incentives to expand the coverage, reliability and affordability of environmental services.

Key Objectives and Activities

Travel restrictions in emerging
destinations eased.

E-visa services available fortourists.

In-country visa extension services
available.

Visa on arrival system expanded
and streamlined for priority
markets.

Reliable electricity supply in all
main tourist destinations.

At least 10 investment projects toimprove environmental services
in six key tourist destinations
approved.

Performance Indicators

Appendix 1

63

Lead Agencies

6.3.2 Raise national awareness of the linkages between tourism and environmental protection: document
how tourism can contribute to environmental protection in the local context; prepare information andeducation materials on tourism and environmental protection; train trainers to facilitate seminars toraise awareness of linkages; implement seminars in key tourist destinations.

MOECF MOHT,
MMC, TTA

TTA, MOHT, MTF,
6.3.1 Raise national awareness of the value of tourism, industry performance, and the importance ofservice as an essential element of the tourism system: conduct an information and education campaign MOIN (§)
including workshops, seminars, and use of popular media to disseminate information on the tourism
industry and the importance of quality service for tourism; prepare and disseminate monthly press
releases on the state of tourism in Myanmar; develop a targeted media campaign to facilitate public andprivate engagement in tourism.

Key Objective 6.3: Raise Internal Awareness of Responsible Tourism

6.2.1 Develop marketing strategies and tactics: train staff in strategic and tactical components of themarketing process; determine and align Myanmar’s current marketing map with stakeholder needs;
assess preferred position; develop technology-led strategies to address issues of segmentation,seasonality, dispersion, length of stay, and yield.

TTA, MMC, MOHT

2013–2020

2013–2020

2014–2020

2014–2020

TTA, MOIP, MOHT
MOIN, MMC

6.1.2 Improve market intelligence systems: redesign and deploy the international arrival/departure card tocapture relevant and timely market intelligence; develop and introduce mechanisms to measure, track,and report on consumer satisfaction with service quality levels; track and measure changes in consumer
sentiment about Myanmar.

Key Objective 6.2: Create a Strategic Marketing Map for Myanmar

2013–2020

Ministry of
President’s Office,
TECB, MOHT, MMC,
MOIP, MONPED,
MOHA (§)

Time frame

6.1.1 Create and empower a multisector TTA: obtain and become proficient in the use of networked
hardware and software for the rapid receipt, analysis and dispersion of market intelligence, including
visitor arrivals and movements around the country; provide detailed market intelligence to TECB
and other tourism industry stakeholders; develop expertise in market research and measurement
techniques, analysis, and dissemination of data and tactical elements of the marketing process; workwith public and private stakeholders to determine and address gaps in market intelligence gathering
processes; design and implement appropriate mechanisms to administer visitor surveys.

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

Key Objectives and Activities

Performance Indicators

20 trainers trained and 50
seminars conducted with 2,500
participants.

Monthly press releases issued
and media campaign deployed.

Marketing strategies contributeto a reduction in seasonality andimproved geographical spread ofvisitors.

Semi-annual market intelligencereport incorporating expanded
data published.

TTA established and providing
timely, accurate and relevantmarket intelligence reports.

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

64

Myanmar | Tourism Master Plan

2014–2020

MOHT, MOE, MOH,
MOIN, MOLESS,MOSWRR, MHA,TTA (§)
MOHT, MTF

6.3.3 Raise awareness of the prevention of all forms of sex tourism and human exploitation in the tourism
industry: prepare information and education materials on the prevention of all forms of sex tourism andhuman exploitation; train trainers to facilitate seminars to raise awareness on prevention, detection, andreporting; implement seminars in key tourist destinations.

6.3.4 Establish an awards program to recognize best practice in service delivery and responsible tourism:
design and implement an awards program with various categories, recognizing best practice indelivering quality tourism services and responsible tourism practices.

2014–2020

MMC, MOHT, TECB

6.4.3 Deploy traditional marketing mechanisms together with technology-driven initiatives: identify andprioritize traditional marketing activities at relevant and cost-effective international trade shows (e.g.,
International Tourism Börse, World Travel Mart, and PATA Travel Mart); produce appropriate collateralfor distribution at these trade-shows.

2014–2020

2014–2020

TTA, MOHT, TECB

6.4.2 Leverage technology to promote the destination and track consumer acceptance of the brand:
utilize return on investment efficiencies to promote the destination through the use of available andappropriate technologies; explore options to employ social tracking algorithms and enhanced reality
technologies.

6.4.4 Quantify the impact of brand identity: monitor interest, desire, recognition and other indicators needed TTA, MOHT
to determine the strengths and weaknesses of marketing efforts.

2013–2020

TTA, MOHT, TECB,
MMC

6.4.1 Create a positive brand identity: prepare a national brand identity with sub-brands/identities forregional incorporation; design collateral based on the brand identity; devise and initiate tactical plans
and actions to effectively position the brand in the segmented global marketplace; monitor and track
brand acceptance and delivery.

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

2014

Time frame

Lead Agencies

Key Objectives and Activities

Semi-annual report on consumer
acceptance and brand feedback
published.

Marketing mechanisms designed
and deployed.

Online marketing and social
tracking technologies being used.

Brand, sub-brand andinternationally recognizedidentities developed.

Awards program established withat least 12 categories.

20 trainers trained and 50
seminars conducted with 2,500
participants.

Performance Indicators

Appendix 265

Myanmar Tourism Master Plan:
Short Term Action Plan and Milestones (2013–2015)

Appendix 2

66

Myanmar | Tourism Master PlanAppendix 2

67

68

Myanmar | Tourism Master PlanAppendix 2

69

70

Myanmar | Tourism Master PlanAppendix 3

71

Tourism Executive
Coordination Board
Support Program

Strengthening
Tourism
Governance

Strengthening
Myanmar’s Tourism
Information System

Tourism Law

1.

Description

2.

3.

4.

MONPED,MOHT

MOFR,
MONPED,
MOHT
MOHT,
MOLESS,
UAGO

$1.0

$1.0

$0.40

The project aims to strengthen the capacity of key Government agencies involved in planning and regulating tourism. It
will improve coordination between central, state/regional, and district agencies and deliver training compatible with theneeds and capabilities of target audiences. It will also include a component to develop a framework for the collection andmanagement of tourist user fees and taxes with guidance from the Tourism Executive Coordination Board.

The project will develop an information management system to monitor tourism performance according to select social,environmental, and economic objectives, including job creation and foreign exchange earnings. It addresses the need tobuild national capacity to improve the collection and reporting of tourism statistics, undertake value chain assessments, andperform input-output modeling to accurately estimate the contribution of travel and tourism to Myanmar’s economy.

Strategic Program 1: Cost Estimates = $2.65 million

The project will facilitate appropriate amendments to the 1990 Tourism Law that are consistent with the Government’s
reform process and recently approved Myanmar Responsible Tourism Policy. It will support public consultations on key articles
such as foreign and domestic investment, Myanmar citizens traveling abroad, gaming, business operations and licensing, labor
standards, and requirements for social and environmental impact assessment. The project will include assistance for broad
dissemination of the amended Tourism Law.

President’s
Office, MOHT

Lead Agencies$0.25($ million)

Estimated Cost

The project will strengthen the capacity of the newly formed Tourism Executive Coordination Board to formulate soundtourism policies. It will provide the Board with strategic intelligence, impart industry knowledge, and facilitate partnerships
with international organizations to provide neutral advice on implementation of the Master Plan. The program includes
support for the establishment of a Board secretariat.

Strategic Program 1: Strengthen the Institutional Environment

Project Name

Strategic Projects for Implementation (2013–2020)

Appendix 3

72

Myanmar | Tourism Master Plan

MOHT, MOE,
YangonUniversity
MOHT,
MHA, state
government
MOHT, MOE

$5.0

$8.0

$8.0

The project will support the establishment of a national research center to facilitate responsible tourism development. The
initial research focus proposes to cover visitor management practices, community participation in the tourism economy, andenvironmental management at tourist destinations. Research findings will contribute to curriculum development for train-thetrainer modules and appropriately designed short training courses and tertiary degrees.

This project includes development of destination-specific curriculum, teaching materials, and teacher training. It will
design and develop a tourism-focused vocational education training school to address issues particular to Inle Lake andthe surrounding areas. The project will focus on tourism and hospitality skills training for the main tourism and hospitality
occupations that are modeled on good practice in other Southeast Asian tourism centers.

The project includes the construction of a privately operated tourism and hospitality training facility and associated hotel. It
will focus on training new entrants to the main tourism and hospitality occupations, upgrading the tourism workforce, andnurturing future managers. The school will provide a holistic program ranging from short-term training/certificate courses to a
fully-fledged Bachelor’s degree program. A master’s of business administration degree program may also be introduced.

10. Tourism Vocational
Education Training
School at Inle Lake

11. Dusit Hotel Schooland Hotel, Yangon

National
Responsible
Tourism ResearchCenter9.

MOHT, MOE

$8.0

The project will support implementation of the national tourism human resource development strategy, including thedevelopment of curriculum and teaching materials that are based on ASEAN standards. It will establish certification, oversightand quality control mechanisms and support skills training and education for an initial intake of Government officials andtourism workers in priority destinations.

Implementing the
National Tourism
Human Resource
Development
Strategy

8.

MOHT, MOE

$2.0

The assessment and skills audit will form the basis of a national tourism-related human resource development strategy,
including how to best deliver innovative and creative learning. It will assess the public and private education and training
landscape and provide an understanding of the present situation and future needs based on growth projections. It will
confirm where immediate assistance is needed for Government and other industry actors.

Comprehensive
National Tourism
Education andTraining Assessment

7.

MOHT, MOE

Strengthening
Human Capitalin Myanmar’s
Hospitality andTourism Industry

6.

$8.0

Industry-led Hotel
School, Yangon

5.

The project will establish the Myanmar National Institute for Tourism and Hospitality to enable increased international
competitiveness and wider access to quality tourism education and training. It will support training for faculty, developmentof appropriate curriculum and teaching materials, construction of a center of excellence and satellite training center, and theintroduction of sustainable finance mechanisms such as public–private partnerships.

Lead Agencies

MOHT, MOE($ million)

Estimated Cost

$8.0

Description

The project, to be supported by Singapore’s Hotel and Tourism Education Center, involves the development and managementof a hotel school to provide quality pre-employment training and education for local residents. The school will also offer
continuous training and development courses for in-service staff of existing and new hotels.

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

Project NameAppendix 3

73

MOHT, MOE

$1.0

To help youth become skilled, independent, and successful leaders in the hospitality industry, this project will support
construction of a small training facility, teacher training, equipment, and initial operating costs in a small town such as Putao,
Kalaw, Kyaing Tong and Loi Kaw.

14. Suport for Small
Hospitality andCatering Training
AcademyPiloting Green
GrowthDestination
Planning

Thematic
Interpretation
Planning Support

Tourism
Management
Planning in
Emerging
Destinations

Tourism
Destination
Management
Planning Support

15.

16.

17.

18

MOHT, MOECF,
state/regional
governments
MOHT

MOHT, state/regional
governments

MOHT, state/regional
governments

$3.0

$2.0

$3.0

$4.0

The project will support the preparation and launch of Green Growth 2050 Destination Roadmaps for Bagan, Inle Lake,and Kyaikhtyo. Roadmaps aligned with Global Sustainable Tourism Criteria will guide the transformation of local tourism
economies into low carbon, resource-efficient destinations, help reduce negative environmental and social impacts of
tourism, and design action plans for integrating tourism more deeply into local economies.

The project will strengthen the capacity of destination managers to develop, implement, and monitor thematic interpretationplans that improve the visitor experience and boost employment and income, generating opportunities for local residents.
The project will prepare plans for Bagan, Inle Lake, Kyaikhto, and Ngapali.

This project will build the capacity of destination management organizations by imparting methods, tools, and approaches
needed by key stakeholders to design integrated destination management plans in four emerging destinations. It will identify
investment needs and opportunities for local community involvement in tourism, and work with private operators to develop
tourism activities that protect the social, cultural, and environmental resources of the destination.

This project will strengthen the capacity of Government agencies, private operators, and civil society to conduct participatory
planning and prepare tourism destination management plans. Working through DMOs, the project will develop innovative
methods and tools suitable for Myanmar and train key stakeholders in their application. Model tourism destination
management plans will be prepared for four flagship destinations.

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

MOHT

$1.5

This project will establish a mobile training team to help address the urgent need for basic tourism training and awarenessraising in all destinations. It will train trainers and conduct short training courses to increase local people’s understanding of
key social, environmental, and economic issues linked to tourism.

13. Ministry of Hotels
and Tourism Mobile
Training Team

Strategic Program 2: Cost Estimates = $59.5 million

MOHT, MOE

Lead Agencies$10.0($ million)

Estimated Cost

The project will strengthen the tourism department at Yangon University to improve national tourism education standards
and expand access to quality higher education in tourism, with a long-term view to establish a stand-alone tourism university.
It will increase instructor capacity through extensive capacity building and benefit various elements of the tourism systemthrough curriculum development, assessment and examination, research, and outreach activities.

Description

12. Tourism University
in Yangon

Project Name

74

Myanmar | Tourism Master Plan

Delta CommunityBased Ecotourism
Project

Sustainable
Tourism Strategy
for the Mon State

Tada Oo
Hotel Zone
Development,
Mandalay

20.

21.

22.

MOHT, MHA

$150.0

MOCOP

MOHT, state/regional
governments
MOHT, MTF

$0.5

$2.0

$1.2

$0.75

This project will develop a National Ecotourism Strategy to promote forms of tourism that support biodiversity conservation,
local income generation, and protected area management. Standards, regulations, and guidelines for the development andoperation of ecolodges in and around protected areas will be prepared as a supplement to the strategy.

This project will work with producers of handicrafts and local food and beverages to improve skills and processes related tothe quality, design, production, packaging, and marketing of their products.

The program will develop practical approaches for community involvement in tourism with special consideration given to theparticipation of women, ethnic groups, and the poor. Sites proposed for initial support include Kyaington, Loikaw, and Nat Ma
Taung.

The project will build the skills and capacity of inbound tour operators and MOHT staff to conduct supply and demand
research, design appropriate product strategies for priority market segments (e.g., adventure tourism, pilgrimage, meditation,
cruise tourism, MICE tourism, educational tourism), and strengthen business-to-business linkages with outbound tour
operators in priority generating markets.

23. Ecotourism
Development inProtected Areas

24. Support for
Handicraft andOrganic Food
Production

25. Community-based
Support Tourism
Program

26. Tour ProductDevelopment
Program

Strategic Program 3: Cost Estimates = $164.7 million
MOECF, MOHT

MOHT, state
government$0.2This project will help the Mon State prepare a strategy and action plan for sustainable tourism development, including astate marketing strategy. Preparation of the plan will involve capacity building for tourism planning and awareness-raising onsustainable tourism for local stakeholders.

This project aims to develop infrastructure and services needed to meet the high demand for international standard
accommodation, shopping, and residential housing in Mandalay. The project will contribute to local socio-economic
development by improving public infrastructure and creating jobs for local residents. Tada Oo Hotel Zone covers 2,218
hectares and is situated on the Ayeyawady River about nine miles north of Mandalay International Airport.

MOHT, state
government$0.50This project aims to add an ecotourism dimension to the work of Green Waves Social Enterprise in the Ayeyawady Delta
Region. It involves support for training, product development, small infrastructure, and business support services. The projectwill form a community tourism group to ensure community participation and grassroots decision-making.

Lead Agencies
MOLESS,
MOHT, MOHA($ million)

Estimated Cost
$2.0

Description

The project will strengthen the capacity of tourism stakeholders to prevent all forms of sex tourism and human trafficking.
It will support research to determine the extent of sex tourism and human trafficking linked to the tourism industry,
facilitate collaboration between agencies responsible for prevention and response, design information and education
campaigns, work with law enforcement agencies to establish helplines, using appropriate technology, and train police inthe early detection of sexual exploitation.

Strategic Program 4: Develop Quality Products and Services

Prevention of
all Forms of Sex
Tourism andHuman Trafficking
in the Tourism
Industry

19.

Project NameAppendix 3

75

$2.0

($ million)

Estimated Cost

MOT, MORTMOCON,
MOHT, MTF

MOHT, state/regional
governments
MOHT, MTF,
state/regional
governments

$2.0

$5.5

$160.0The project will prepare detailed feasibility studies for upgrading road and rail networks to reduce the duration and costof travel between key tourist destinations in central and eastern Myanmar (Kyaington–Taunggyi) and Yangon-PatheinChaungtha-Ngapali. The studies will include analysis and recommendations for the development of tourist attractions situatedalong these transport corridors, strengthening tourism-related value chains and improving local resident access to markets
and services.

29. Road and Railways
Improvement
Feasibility Studies
to Link Tourist
Destinations

MOT, MOCON

MOCON, State
Government,
Nyaungshwe
Town Council

$15.0

$35.0

Private investment is sought to develop MICE facilities in Yangon, Mandalay, Bagan, and Inle Lake, suitable for hosting large
national and international functions. The project will increase the competitiveness of Myanmar as a MICE destination andcontribute to employment generation and economic development.

This project will improve the safety and appearance of the main boarding point for river cruises in Bagan. It will upgrade
approximately two miles of river embankment and associated amenities to improve access for inter-city ships and smaller
locally operated cruise boats. It will also provide flood protection for the adjacent heritage zone and local hotels and promote
development of locally owned tourism-related enterprises along the improved riverside promenade.

This project will improve the quality and coverage of environmental services in Nyaungshwe, Inle Lake’s main hub, bydeveloping a reticulated wastewater treatment plant and sanitary landfill, and providing capacity building support for
operations and maintenance of wastewater and solid waste management facilities. Road improvements between Nyaungshwe
and Kanywa and Nampan on the western and eastern shores of the lake will reduce travel time and cost, improve road safety,
and expand opportunities for local people to participate in Inle Lake’s tourism economy.

31. MICE Investment
Promotion Program

32. Bagan River Pier
Improvements

33. Inle Lake Sanitation
and Road
Improvement
Project

The project will improve the availability and quality of tourist information and rest areas along the main transport corridors
30. Development ofInformation Centers and at border gates, with a view to boosting visitation and spending in Myanmar’s less-known tourist attractions. Rest
areas will include appropriately designed and affordable facilities to promote local ownership of service enterprises such as
and Rest Areas
restaurants, souvenir shops, and vehicle repair shops.

MOT

$0.5

This study will review the planned expansion of international airport capacity and design a strategy to achieve the optimallevel of regional and long-haul airline operations. Concurrently, it will assess operations of domestic airlines and domestic
airports to identify opportunities and constraints and propose solutions to improve domestic air and ground handlingservices.

MOHT

Lead Agencies

28. Internationaland Domestic Air
Network Study

Strategic Program 4: Cost Estimates = $6.45 million

This project aims to generate income and employment opportunities for local residents by diversifying Pindaya’s tourism
offerings and strengthening linkages between tourism and agriculture. Project outputs include tour product development,
promoting production of agricultural products in demand by the regional tourism economy, and development of a hotel that
duly functions as a vocational training facility.

Description

Strategic Program 5: Promote Connectivity, Facilitate Visitor Movements, and Invest in Infrastructure

27. Lac Kwin Tourism
Project, Pindaya

Project Name

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Myanmar | Tourism Master Plan

TTA, MOHT

MOHT, MOIN,
TTA

$0.5

$1.0

This project will provide information technology hardware and software to the newly formed Tourism Technical Authority andtrain the staff in methods and processes to determine the supply, demand, and gap characteristics of Myanmar’s travel andtourism system.

The project will design and deliver awareness campaigns on the positive and potentially negative social and environmental
impacts of tourism, using popular media to enable a wide range of potential entrepreneurs and local actors to responsibly
engage in tourism.

37. Tourism Technical
Authority Market
Intelligence Project

38. Social andEnvironmental
Impact AwarenessCampaign

Total Cost Estimates = 486.80 million

Strategic Program 6: Cost Estimates = $2.50 million

MOHT, MTF,
MMC

$1.0

The project will build upon a logo and tagline developed for Myanmar tourism and expand them into a coherent branding
campaign consisting of a national brand and sub-brands for primary and emerging destinations. The project will articulate
strategies and actions that utilize various media to roll out the branding campaign to target markets and audiences.

36. National and
Destination
Branding andMarketing Project

Strategic Program 5: Cost Estimates = $251.0 million

MOCON, State
Government,
Ngapali Town
Council$13.0This project will reduce travel time and improve road safety by rehabilitating the road connecting Thandwe Airport to Ngapali
Village/Beach. It will also develop a new road to Lontha Village following appropriate social and environmental safeguards.
Access improvements together with complementary capacity building activities will facilitate the movement of tourists aroundthe destination, expand the supply and quality of tourism products and services, boost visitor spending and ensure adequate
mechanisms are in place to finance operations and maintenance of public facilities.

35. Ngapali
Beach Access
Improvements

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

Kyaikhto Boardof Trustees,
MOCON,MORA

Lead Agencies$20.0($ million)

Estimated Cost

Situated on the East-West Economic Corridor this project will improve environmental conditions at the heavily visited site ofKyaikhto (the Golden Rock Pagoda). The main activities include: expansion of the water supply system, installation of latrines,
washrooms, and a small wastewater treatment facility; providing infrastructure and equipment to improve the collection andtreatment of solid waste; expanded power supply; and upgrades to footpaths, parking, market facilities, and other tourist
amenities.

Description

34. Kyaikhto
Environmental
Improvement
Project

Project NameTerms in current use within the tourism sector.

Glossary

adventure tourism– exploration or travel to remote and exotic areas that generates excitementby allowing participants to step outside of their comfort zone; may include
activities such as mountaineering, trekking, bungee jumping, mountainbiking, 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 andbreakfast on a farm.

community-based
tourism– a form of tourism in which a significant number of local people havesubstantial 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 communityand 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, oftentied 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 thepeople 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 theircultural 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 thewell-being of local people.” (TIES, 1990). The Society states that ecotourism
is about uniting conservation, communities, and sustainable travel. Thismeans 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.

Strategic
Glossary
Issues77

78

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 andappreciating the heritage of a destination; focuses on visiting historicalor 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 thenight.

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 inincreased 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 thatprovide 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 usualenvironment, for less than a year, for any main purpose (business, leisureor 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 anovernight 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 ecotourism and sustainable tourism.

Myanmar | Tourism Master PlanAbbreviations

ADB–

Asian Development BankACMECS–

Ayeyawady-Chao Phaya-Mekong Economic Cooperation Strategy

ASEAN

–

Association of Southeast Asian Nations

ASEAN-MRA–

ASEAN Mutual Recognition Arrangement

BIMSTEC–

Bay of Bengal Initiative for Multi-Sectoral Technical and Economic
Cooperation

BOT–

build, operate, transfer

CBT–

community-based tourism

CSO–

Central Statistical Organization

DCA–

Department of Civil Aviation

DHT–

Directorate of Hotels and Tourism

DMO–

destination management organization

EIA–

environmental impact assessment

FESR

–

Framework for Economic and Social Reforms

GOM–

Government of Myanmar

GMS–

Greater Mekong Subregion

GSTC

–

Global Sustainable Tourism Council

HRD–

human resource development

JICA

–

Japan International Cooperation Agency

Km–kilometerkm–

square kilometerskV–kilovoltkWh–kilowatt hour

MHA–

Myanmar Hoteliers Association

MHPA

–

Myanmar Hospitality Professionals Association

MHTS

–

Myanmar Hotels and Tourism Services

MMC–

Myanmar Marketing Committee

MOAI

–

Ministry of Agriculture and Irrigation

MOBA

–

Ministry of Border Affairs

MOC–

Ministry of Commerce

MOCIT

–

Ministry of Communications and Information Technology

MOCON

–

Ministry of Construction

MOCOP

–

Ministry of Cooperatives

MOCUL

–

Ministry of Culture

MOE–

Ministry of Education

MOECF

–

Ministry of Environmental Conservation and Forestry

MOFR

–

Ministry of Finance and Revenue

2

Strategic
Abbreviations
Issues

79

80

MOEP

–

Ministry of Electric Power

MOFA

–

Ministry of Foreign Affairs

MOH–

Ministry of Health

MOHA

–

Ministry of Home Affairs

MOHT

–

Ministry of Hotels and Tourism

MOI–

Ministry of Industry

MOIN

–

Ministry of Information

MOIP

–

Ministry of Immigration and Population

MOLESS–

Ministry of Labor, Employment and Social Security

MONPED–

Ministry of National Planning and Economic Development

MORA

–

Ministry of Religious Affairs

MORT

–

Ministry of Rail Transport

MOS–

Ministry of Sports

MOSWRR–

Ministry of Social Welfare, Relief and Resettlement

MOT–

Ministry of Transport

MOST

–

Ministry of Science and Technology

MTF–

Myanmar Tourism Federation

MTT–

Myanmar Travels and Tours

NGO–

nongovernment organization

PATA

–

Pacific Asia Travel Association

PPP–

public–private partnership

SIA–

social impact assessment

TECB

–

Tourism Executive Coordination Board

TOR–

terms of reference

TSA–

Tourism Satellite Account

TTA–

Tourism Technical Authority

UNDP

–

United Nations Development Programme

UNESCO–

United Nations Educational, Scientific and Cultural Organization

UNWTO

–

United Nations World Tourism Organization

WTTC

–

World Travel and Tourism Council

Myanmar | Tourism Master Plan

Ministry of Hotels and Tourism
Building No. 33
Nay Pyi Taw
The Republic of the Union of Myanmar
Tel + 95 67 406454, 406450, 406130
Website : www.myanmartourism.org