pengaturanproyek antara kementerian kebudayaan dan pariwisata

Transcription

PENGATURANPROYEK
ANTARA
KEMENTERIAN KEBUDAYAAN DAN PARIWISATA REPUBLIK INDONESIA
DAN
SEKRETARIAT NEGARA UNTUM HUBUNGAN EKONOMI
KONFEDERASISWISI
TENTANG
PENGEMBANGANPA~IATAUNTUKPULAUFUORES,NUSA
TENGGARA TJMUR
Kementerian Kebudayaen dan Partwlsata Republik lndon5ia (Kembudpar) dan
Sekretariat Negara untuk Hubungan Ekonoml Konfedt-rasl Swiss (f.ECO)
~'8nG
diaebut aebagai "Para Pihak•;
MERWUK pede Nota Kesapahaman antara Kenleflterian Kebuday&n dan
Parfwlaata Republik fndonesia dan Sekratariet Negara untuk Hubungan Ekonoml
Konfederasi Swiss (SECO) tentang Pangemb&ngan Oestinasi ParM;uta dl
lndoneeia yang ditandatangani di Jakarta pada tar.gga.l7 Jull2t'10;
BERKEINGINAN untuk meYAJjudkan kerje eama dais~. pengembangan dastlnasl
pariwisata d1 Pulau Flores (Nusa Tenggara Tmur) dengan menlngkBtkan dAn
mengernbengkan Organisasi Pengefolaan Oastinasi (DMO) dl bldang pariwilam;
MENGAKUI upaya untuk meningkatkan kapasltas muyarakat seternpat dl ?ulau
Florea (Nusa Terwara limur) untuk pembangunen berkelanjutan sebagul
destinasi periwisata:
SESUAI dengan hukum yang berlaku dan peraturan neg.-a masl~maalng;
TELAH MENYETWUiaebagal berikut:
Pasal1
Tuj11an
(1) Tujuan dari pengatunsn proyak ini, antara lain:
a. Untuk menlngkatksn deya seing daerah rnelalui pengembangen
deatlnaai periwisata di Pulau Aores, Provinsi Nusa Tanggare Timur,
Indonesia;
b. Untuk menciptakan penghasilan dan peke~un yang bei'Uianjutan bagl
maayarakat setempat:
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b. Untuk menciptakan panghBBIIan dan pekerjaen yang berke1Ew1jutan bagi
maayarakat eetempat;
c. Untuk memfasllitali pembentuka'1 DMO lokal dan regional di Flares
untuk melayani Kabupaten Manggarai Barat, Manggaral TimLK,
Marc~garai,
Ngada, Nagekeo, Ende, Slkka, dan Flores Tlmur;
d. Untuk memperbaiki pengembangan kapasita8 pemanglw kepenting.,
bidang pariwUta di Pulau Flores, ProviiWi Nuaa Tenggara Tlmur;
(2) Metodologl proyek adalah pembentukan dan peningkalan kapasltas untuk
OMO lokallregional untuk Florae. OMO adaleh organl881i lokal yang
mengintegraslkan, mangkoordinaaikirl dan aalng mendukung keglatan
pariwisata yang tarkait antara publik (pamertntah naalonal, mglonal,
aetempat) dan eektor swatta.
Paaal2
Untuk tujuan dart Pangaturan Proyek inl :
a.
Kembudpar diwakili oleh Direldora Jendera: Pengembangan Deetinaai
Pariwieata (DPDP);
b.
SECO menunjuk SwliiCOntact aebagai lembaga pelaksana proyek dengan
Dokumen Proyek aeperti pads L.ampiran I aebagal kerangka acuan
~g
merupekan baglan tldak tarplsahkan dari Pangaturan Proyek;
c.
SwlsBcontact waJlb bertartggL.Wlg jaMb etas pelaksanaan proyek Yllf11
meliputl8 (delapan) lcabupatan dl Pulau Florae.
Pasal3
Program dan Keglatan
(1)
Pengaturan proyek inl meliputi kegiatan eebegai berikut :
a) Pengembangan Pengelolaan Destinaal.
1. Mef"GSdakan aLWVei untuk mengidentlfkaai kendale dan peluang
untuk pengembangan Flores sebagal deatinaai partwfsata.
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2. MamfaatTitaltl pembentukan DMO dan rnengembangkan kapasltae
DMO dl eemua bldang )'Bng relavan de191n pengelolaan deetinali.
3. Mengadakan penlngkatan kapeeitas untuk rnasyarakat, aaktortwaata
dan pemerintab daarah.
4. Mamfaalil•l kerj•ama antar kabuD&ten dl bfdang pengamban;an
partwisata.
5. Memberdayakan masyarakat setampat dan
pem~tngku
k.!pentlnga11
untuk bermntribuai dan mcmanfaatkan pengentbangan pariwiUta di
Flores.
6. Meningkatkan daJa seing Ueeha Kecll Me.nengah (UKM) dl Hktor
pariwlsata.
b) Mendukung Pemerintah Indonesia daam rnengerrbangkan rencana
lltrategia ur.tuk pengembengan Flores sabagal destln•l pariwiNta
berdasarkan anallsi8 ~•i 1eklor. Memfaslfiasl lnlagra&l .rencana
pembangunan satempat, danrah dan nalllonal kft dalam ·atralag!
pengembsngan y:srrllisHta Flo~;
c) Manantukan fungei pengelolann destlnaPI yang dlp&rh.•kan bard....nan
praktek terbaik
imP.m~mk>nRI
dan rencaila etretegl&; memtalliHINi
sinkronisosi dan koordina&l fi1ng1l pengelolaan destlnlllsl padii ttlgkAt
naaloFial, regional, den lokal.
d) Penlngkatan l<apaailas
1. Memfasil!bMI
pAnd~ikan
dan pelatihan bagl masyarak.at Mlempal
do!ln ataf instaFIBi pemerintah di dalam negt.r1 dan dlluar neger1.
2. Allh keahll&n dalam pengatolaan destinaal patiwi&atro 1.1ntuk DMO ckt:t
~ra
pemangku kepanti'lgan.
3. Mempertuat pendldlkan pa!'lwluta lokal rtan lembaga palatihan.
e) Pengembangar. lnform'lSI, Komunikall, dan Teknologi
1. tl.emfaailitasi pangenbangan infcrmasl, ktlmcmik&&i, dan t.dmologl
yang lapat untuk pengelolaan dtJttinaei periwiuta .
'
..
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2. Mendukung pengembangan publlkaai, informasi pengunjung, dan
produklpelayanan lainnya.
3. Mandukung pengambengan Flores eebagal aimbal deatinasl
par1wlsata dan mendukung pengambangan lnstrumen pemBIBrwt
yang tepat, tennasuk website pariWisata.
f) Oukungan Pemasaran dan Promoai
1. Memfasllttasi analills paur untuk deatii1Bit.
2. Mamfasilitasllnveetasi partwlaata, pemauran, dan prcmcai.
3. Peninjauan kemball pamasaran dan proma&i.
(2)
Rincian dari program ini akan dlurakan leblh lanjut dal.n rancana kerja
saperti pada Lanpiran II ya"'g merupakan baglan tidak tarpisat'bn dari
Pengaturan Proyek ini.
Pual4
Untuk realisasi Pangaturan Proyak:
(1)
SECO wajlb:
a. Memberikan kon1ribusi yang bersifat tidak dbmbaUkan (dana bantuan
teknis) dengan jumlah maksimal CHF 5 million (rma jula franc Swiss)
dari anggaran Bantuan Pambangunan Resmi untuk n.ndutung
pelaksanaan proyek;
b. Memberikan persetujuan tartuUs untuk pengallhan barang-blnng yang
diadakan-sebagai bantuan aefama petaksanaan proyek:
c. Menyedlaan data dan lnfon naai ter1cait yang telah dltatapJcan untuk
merealiBBsikan proyek ini.
(2} DPDP wajib:
a. Memfaailitaal pengurusan pembebasan pajak dan baa maauk yang
mungldn tinbul dart kegiatan proyet BBBuai dengan hukum dan
peraturan perpajakan yang ber1aku di Rapubllk Indonesia;
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b. Memfasllttaai pengurusan untuk proyek melahJI sektor publik dengan
tujuan
untuk
memperkuat
terclptanya
kerangka
kerja
untuk
pengembangan paiwiaata berkelanjutan;
c. MemfaaRitasl pengurusan masuk dan keluar dart wilayah Republk
Indonesia, lzln tlnggal dan kin kerja bagi pekerja aslng dan kaluarga
inti rnereka yang dibJgaakan untuk membantu proyek ini sesual dengan
hukum dan peraturan perundarvan yang bertaku di Repubfik lndonelia;
d. Bertcoordlnasi aktif dalam perencanaan proyek;
e. Mambentuk kelompok karja raional pada OMO dengan tuji.lln untuk
mernantau perkambangan DMO di Pulau Flores den untuk menilai
potensinya untuk kemudlan manjadi contoh deetinul lainnya dl
lndone&ia;
f. Memasukkan Aorel daram keglatan pemasaran deatinasi nasionel di
Indonesia.
(3)
Swisscontact wajib:
a. Berkonsultasi dengan kabupaten dan Kembudpar mangatur tentang
prognm dan rancana kalja;
b. Melakaanakan rencana ketja aebagai Kerangka Acuan Kerja dan
membarfkan laporan setlap aetengah tahun untuk SECO dan Dewan
Penaaahat;
c.
Mendukung dan rnengorganlllr pertemuan Dewan Penasehat, termasuk
pei"Biaoan agenda kCJnsultali dengan kadua Pihell:;
d. Menyediakan tenega ahli dan stat )Wlg berkualitaa, blls dlanggap pertu,
untuk mentranarer pengatahuan, katerampilan dan teknologl untuk
kabupaten dan lembaga pariwiaata naslonal;
a. Berkonaultaai dengan SECO dan OPOP tentang ketertibatan tenaga ahli
untuk pelakaanaan proyek ini:
f. Memastikan pengadaan barang yang berkaitan dengan bantuan tatap
berada pada penempatan yang tak lerbatas pada proyek dan tldek
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dapat dialihkan tanpa peraetuju,... tertuJis sebelumnya dari Kambudpar
danSECO.
P_.l5
Dewln Panauhat Proyek
(1)
Para Pihak akan:
a. Melakukan konaultali berkala dan memberican panduan atrategls
kepada lembaga palalaalaan proyek melalui Dewan Penaeef1at;
b. Berpartiaipasl secara aldif dan konatMctif dalam Dewan Penasehat
Proyek
dengan
menggunakannya
sebagai
makanlsme
unt~
memperkuat keaeeualan anbn proyak dan operasi tainnya;
c. Mengawasl dan mangevaluasi pelaksanaan proyek secara teratur.
(2)
Dewan Penasehat terdiri dart lembagatperwakilan sebagal bertkul:
a. Kembudpar, terrr.suk perwakllan dari Kantor Pemertntah Provinai Nuaa
Tenggara Tlmur, perwakilan dart Kantor Dinaa Pariwisata Provlnal Nuaa
Tenggara Timur, 2 (dua) perwaldlan d.-1 Kantor Ditwa Partwlaata
pemerintah aatempat, yang rntMt~kili daerall-daerah tujuan wisata
Komodo dan sekitamya dan Kellmutu dan aekitarnya;
b. SECO, tennaauk Tenaga Ahll yarv dltunjuk SECO;
c. Dua parwaklran dart indUitri partwtaata da~atau asoslasi pai'Hiisata.
(3)
Tugas utama dali Dewan Penaaehat
a. menelaah proyek strategts, Jntervenai dan rencana kelja tahun~r~:
b. menelaah laporan kemajuan tengah tahunan;
c. membertkan masukan tentang ilu-isu kritis pada pelalalanaan prayak;
d. menaiRah laporan hasil evaluasi;
e. menalaah paranca1aan keu~r~gan dan laporan pembayaran.
(4)
Dewan Penaaehat akan dikeluar oleh Pihalc-pihak yang Rican bertamu
&etlap aetengah tahun alau atas parmintaan rnaltlg.maaing Pihak.
/
.·.
I
II
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(5)
Anggata
Dewan
Penaaehat akan
malaksanakan tugaanya
tanpa
kompansaai.
(6)
Proyak akan menanggung biaya untuk loglstik dan - apablla diparlukan akomodaai.
P. .le
Pengaturan Keuangan
(1) Prosedur hibah harus seauai dengan hukum dan peraturan perundangundangan yang berlaku di Republic: Indonesia.
(2)
SECO wajlb menyampaikan raporan peng9Jaran tengah 1ahunan untuk
DPDP paling lambat pada minggu kedua bulan Mel dan November untuk
aemeGter aebelumnya.
Paaal7
8tatuaAaet
Setelah pen}-eleeaian 1)10\rek, kepemllikan propertl proyek wajih dldiSkulikan dan
dlput~kan
alas persetujuan blnama Para Piha!l.
Puall
Panm.taun Orang
(1)
Semua orang ·;ang te.1ibat dalam keglatan Penglituran
Prc7Jek
W11 wajib
menghormati kebebasan politfk, kedaulatan, dan lntegritas wilayah negara
tuan rumah dan waJlb bertindRk dalam ruang lingkup Pengaturan Proyek ini.
(2)
Pihak-plhak terdirt dari kaneutlar•, a~ proyek, dan tenaga ahli dart
Para Pltv:.k.
P. .ll
Monltortng din evaluui
Pernerintah SWiss serta plhak ketigs yang dltunjuknya, akan mem!liki hak untuk
mengunjungl proyek, melakukan penilalen y.ang komprehenslf atau e.val~o~asJ, dan
akarl diberikan ak&ea penuh ke aemua dekumen dan informali yang
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bertlubungan dengan proyek, eelama pelaksanaan bertangsung dan aetelah
pelakaanaan aelesai. Kembudpar akan manyediakan lnfonnasl yang dlperlukan
dan berguna dan akan, berda• pennintaan, memasttkan bahwa perwalcllan
berwa1ang tanlebiJt diatas didampingi aleh orang yang terbit dan dllengkapl
dengan bantuan yang dfpertukan.
Paul tO
Ketentuan Anti-Korupel
1. Pihak-pihak membagl perhatian beraan....uma dalam memerangl
korupai, yang membahayakan pernertntahan ya113 baik dan panggunaan
aumber deya yang tepet yang dibutuhkan untuk pambangunan dan, di
aamping ltu, membahayakan persalngan yang adil dan tarbaa
berdaaartcan h.-ga dan kualitaa. Para Pihak, untuk ltu, menyatakan
keingi'lan mereka untuk berl8ma-a.na beruaaha menaangl korupai.
2. Segala bantuk hadiah, pembayaran, remuneraef, atau keuntungan langaung atau tidak langsung - dengan tl.IJuan
unt~
mempamlah
penunjukan atau kontrak dalam kerangka Pengaturan Proyek inl atau
selama pelakaanaannya, akan dia!tikan sebegai tindakan ilegal atau
korupei.
3. Setiap tlndakan yang ditetapkan pada paragraf 2 Pasal ini menjadi alasan
yang cukup untLlk menetapkan pembatalan Pengaturan
Proyek,
pengadaannya atau mengak.tbatkan ganjaran, atau untuk mengambn
tindakan korektif lainnya yang dJtetapkan oleh hukum yang berlaku.
Hak Kakayun lntBiektual
1.
Perlindungan hak keksyaan inteleldual wajlb ditegakkBn aesuai dengan
hukum negara
masln~maaing,
aturan, dan peraturan dari Para Pihak dan
dengan perjanjian intemasional lafnnya yang dilandatangani oleh kediJ8
belah Pihak.
2.
Penggunaan nama, logo danlatau lambang rasm• dari aalah
satu Pihak
pada setiap publikasl, dolwmen danlatau kertas yang diproduksl sebagai
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bagian dari pelaksanaan proyak lni adalah terfarang tanpa persetujuan
tertull& dari salah ll8tu Pihak sabelumnya.
Pual12
Amandamen
Pengaturan Proyek lnl dapat dlubah kapan saja dengan peraetujuan tertulia
bersarna Para Plhak.
PaaJ 13
Setiap sengketa yang timbul dlrl pelakaanaan Pengaturan Pmyek ini akan
dlaeleeaikan aecara darrel melalui negoliaai atau konsultasl antara Para Plhak.
Pual14
Penangguhan
Setiap Pihak memilki hak untuk alasan keananan naslonal, kapentingan
n•ional, katartiban umum atau kesehatan masyarakat untuk
mananggu~n
sementara aeluruh atau sebagian pelaksanaan Pengaturan Proyak lnl yang akan
berlaku aegera setelah pemberibtluan yang telah dlberikan kepada Plhak lainnya
melalul jalur diplomatic.
Pual1&
Mulal Berllku. Jangka WaktU dan Penghentlan
(1)
Pengaturan Proyek ini wajib n~lai berlaku pada tanggal penandatanganau
dan wajib
tetap berlalru
unt~ jan~ka
waklu 4 (empat) tanun dan dapal
dlperpanjang oleh Para Pihak melalul kesepalcabln be11181T1a secara tartulls.
Perpanjangan mempertlmbangkan jangka waktu konlrak antara SECO dan
Swlsacontact.
(2}
Salah satu Pihak dapat mengakhiri Pengaturan Pruyek setiap waktu
dengan menyampalkan pemberitahuan tertulil kepada Pihak lalnnya
mengenai keinglnannya untuk mengakhiri Pangaturan Proyek melalul jalur
diplomatik paling lambat 6 (enam) bulan sebelum penghentian.
.
-
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(3)
Penghentlan atau penangguhan Pengaturan Proyek inl tidak alar!
mempengaruhl panyelesalan program keglatan yang eedang
be~alan
&tal
dilaksanakan dl bawah Pengaturan Proyek, kecuali jika diputuskan lain aleh
Para Plhak.
SEBAGAI BUKTJ,
~ng
bertanc:la tang., di bewah i"'i, telah menandJdangani
Pengaturan Proyek ini.
Dllakukan
di.~S......
pada
~••~~~...f.!~......
bulan
-~~~~!~~... pads tahun dua rlbu eepuluh, dalam rangkap dua dalam bataa
har1••.
Indonesia dan bahasa lnggris, aemua naskah mempunyai kekuatan hukum yang
aama.
Untuk Kamam.rlan Kabudayaan dan
Unt11k lekreb~rtat Negara untuk
Partwlsa~-publlk lndoneeia
Hubungen Ekonoml
.•
~·•s~
SIGNED
SIGNED
Flrmansyah Rahim
'
Heinz W.lker-Nedarkoom
Oi"eklur Jenderal
Duta Besar Swiss u1tuk Indonesia
Pangembangan Destlnasi PariiNisata
.
PROJECT ARRANGEMENT
BElWEEN
THE MINtSTRY OF CULTURE AND TOURISM OF THE REPUBLIC OF
INDONESIA
AND
THE STATE SECRETARIAT FOR ECONOMIC AFFAIRS OF THE SWISS
CONFEDERATION
ON
TOURISM DEVELOPMENT FOR FLORES ISLAND, EAST NUSA TENGGARA
The Ministry of Culture and Tourism of the Republic of Indonesia (MCn) and the
State Secretariat for Economic Mairs of the Swiss Confederation (SECO)
hereinafter referred to as -u,e Parties•;
REFERRING to the Memorandum of Understanding between the MlnStry of Culture
and Tourism of the Republic of Indonesia and the state Seaetariat for Economic
Affai1'8 of the Swiaa Confederation on the Development of Tourism Destination in
Indonesia signed in Jakarta on 7 Juty 2010;
DESIRING to realize the cooperation in the development of touriem destination in
Florea Island (East Nusa Tenggara) through promoting anti developing Destination
Management Organization COMO) in the field of tourism ;
ACKNOWLEDGING the effort& to lncntaBe the capacities of the local communttleR
on Flores Island (East Nusa Tengqara) for sustainable development as a tourism
destination :
PURSUANT to the prevailing laws and regulations of tMir respective countries;
HAVE AGREED as follows :
Article 1
Objectives
(1) The objectives of this Project Arrangement are :
a. To inavaae regional competitiveness through development of the tourism
destination in Florea Island, Nusa Tenggara Timur Province, Indonesia;
b. To create sustainable income and jobs for the local community;
..."
2
c.
To facilitate the establishment of local and regional DMOs for Florea serving
Kabupaten Manggarai Barat, Manggarai Tlmur, Manggarai, Ngada,
Nagekeo, Ende. Sticka and Floras Tfmur;
d.
To improve capacity building of tourism stakeholders in Flores leland, Nusa
Tenggara Tlmur Province.
(2) The methodology af the project is the establishment of, and capacity building for,
local/regional DMOa for Florea. DMOs are local organizations whidl integrate,
coordinate and mutually support tourism related activitie8 between the public
(national, regional, local government) and the private sector.
Article 2
Projaet Institutional Arrangement
For the purpose of thia Projed Arrangement:
a. MCTI is represented by Directorate General al Tourism Destination Development
(DGTOD);
b. SECO designates Swi&&COntact as the implementing agency of the project with
the Project Document aa In the Annex I aa the tenna of reference which forms an
integral part of this Project Arrangement;
c. SWisaccntact shall be responsible for the implementation of the project oowring
8 (eight) n~genciea In Aores Island.
Article 3
Pragrama and ActlvHies
(1)
The Project Arrangement covers the following activities :
a) Developing Destination Management
1.
Conduct surveys to Identify constraints and opportunities for the
development of Aorea as a tourism destination.
2.
Facilitate the establishment of DMOs and develop the capacity of the
DMOa in all relevant fields of destination management
3.
Conduct the capacity building measures for community, private sedor
and regional government
.··..
3
4.
Facilitate inter-district cooperation in the freld of tourism development.
5.
Empower local communities and atakeholdei'B in contributing to and
benefiting from tourism development in Florea.
6.
Increase competitiveness of Small Medium Enterprises (SMEs) In the
tourism sector.
b) Supporting the Government rA Indonesia In developing a strategic maetar
plan for the development of Flores as a tourtam destination baaed on
analysis of sector potential. Facilitate integration of local, regional and
national development plans into a Floree tourism development strategy;
c) Defining
necessary destination management functions baaed
on
International best practice and the strategic master plan; faalitating
sync.hronization and COOidination of destination management fundlonll at
national, regior.al and local level;
d) Capacity building
1.
Facilitate education and tlaining for local communHias and
government agencies staff in the home country .,d overseas.
2.
Transfer know-how on tourism destination management to DMOs and
stakeholders.
3.
Strengthen local tourtsm 9ducatlon and training institutions.
e) Cevelopf'rlent of lntonnation, Communication and Technology
1.
Facilitate development of appropriate Information, Communication
and Technology for tourism destination management.
2.
Support the development of publications, visitor infonnation and other
productll~ervices.
3.
Support thl!t development of branding of Florea aa a tourism
destination and support the development of appropriate marbtlng
Instruments, including a tourism webaite.
f)
(2)
Support Marketing and Promotion
1.
Facilitate mar1cet analysis for the destination.
2.
Facilitate tourism investment, marketiny and promotion.
3.
Review the marketing and promotion
Detalla of the prcgram will be elaborated further in the Action Plan aa i" the
Annex II which forms an integral part of this Project Arrangement
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Article 4
Contribution •
Far the realization of the Project Arrangement :
(1)
SECO shall:
a. Provide a non-reimbursable contribution (technical aaaistanca grant) up to
the maximum amount tJf CHF 5 million (five million SWiss francs) from Its
Official Development Aid bUdget to support the implementation of the
Project;
b. Provide written approval for the diverting of goods procured under the grant
during the implementation of the Project;
c. Provide the data and any related information that has been atasigned for the
realization of this project.
(2}
DGTDD shall :
a. Facilitate the arrangement of tax exemption and custom duty that may
occur from the adtvities of the project in accordance with the prevallif11 tax
laws and regulations of the Republic of Indonesia;
b. Facilitate the arrangement to the Project by liaising within the public sector
with a view to strengthen the enabling framework for sustainable tourism
development;
c. Facilitate the arrangement for entry and exit of the tenitory of the Republic
of Indonesia, stay permit and wortdng permH for the fOreign experts and
their core families which are assigned to assist the project in aecordance
with the prevailing laws and regulations of the Republic of Indonesia;
d. Actively coordinate in the planning of the project:
e. Establish a national worting group on DMOe with the aims to monitor the
development of DMOs in Flores Island and to aasess ItS potenti9J for later
transfers of the approach into other destinations of Indonesia;
f. InClude Florea within the national de8tlnation marketing activities of
Indonesia.
(3)
Swisecontact shall :
a. Consult with the regencies and MCll concerning the set up of the programs
and work plan:
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b. Implement the wort< plan as a Term of Reference and report semi-annually
to SECO and the Advisory Board;
c. Support and organize the Advisory Board meeting, including the
preparation of the agenda in consultation with both Parties;
d. Provide experts and qualified staff, when considered necessary, to transfer
of knowledge, skill and technology to the regencieS and national tourism
institutions;
e. Consult with SECO and 00100 concerning the involvement of expert& for
the Implementation of this project;
f.
Ensure goods procured under the grant remain at the unrestricted disposal
of the Project and shall not be diverted without prtor written approval of
MCTI and SECO.
ArticleS
Project Advlaory Board
(1)
The Parties will :
&.
Conduct pertoc:tical consultations ar.d giva atrateg!e guidance
to the
implementing agency of the Project through an Advisory Board;
b. Participate actively and conatrudivaly In the Project Adviflory Board using it
as a mechanism to strengthen aynerglea between the Project and other
operations;
c. Supervise and evaluate the implementation
of the project on a regular
basis.
(2)
The
Advisory
Board
shall
be
compoaed
of
the
following
institutionslrapresentatlves:
a. MCTI, including a repreeentantive of the provincial govemment office of
Eaa1 Nusfl Tenggara, a representative of tourism regional office af Eatt
Nuea Tenggara province. two rapMSentatives of the local Government
tourism promoti\ln units, representing the tourism destination areae of
Komodo and surroundings and Kelimutu and surroundings.
b. SECO, including Technical Experts nomi'lated by SECO.
c. Two representatives of the Tourism Industry and/or tourism associations.
II
6
(3)
The key tasks of the Advisory Board are:
a. Review project strategies, interventions and annual work plans;
b. Review aemi-annuaJ progress report&;
c. Provide input on critical issues on project implementation;
d. Review external evaluation ra~
e. Review financiat planning and disbursement r&portso;.
(4)
The Advisory Board will be oo-d'lairvd by the Partiea, it will meet semi-annually
or upon request af any Party.
(5)
The member& of Advisory Board shal118fV8 without compensation.
(8)
The Project will c;over the
coats
for logistics and - if nec&SsaJY -
accommodation.
Article 6
Financial Arrangement
(1)
The procedure of the grant shall be in accordance with the prevailing laws and
regulations of the Republic of Indonesia.
(2)
SECO shall submit disbursement reports
to
DGTDD semi-annually latest by
the second week of May and November for the pn~vlous semester.
Article 7
Status of Aaaet
Mer the completion of the project, the ownenship of the project properties sflall be
discussed and decided by mutual coneent of the parties.
Article I
Limitation ot Personnel
(1)
All persona engaged in activit.ies related to this Projed Arrangement shall
respect polltlcaJ Independence, sovereignty and tenitorial integrity of the host
country and shall act within the scope of this Project Arrangement.
•
I
7
(2)
The Parties shall incfuds consultants, prefect personnel, and technical
expertise from both Parties.
Article I
Monttortna and ev.tuatlon
The Swise Goverrvnent as welt as any third party appointed b) It, shall haw the
right to visit the Project, conduct a comprehensive aaseesment or evaluation, and
shall be granted full access to all dacLm&nts and information related to the Project,
during its implementation and after its completion. The MCTI will provide all such
r&quested or useful information and will, upon request, eneure that the above
mentioned authorizBd representatives are accompanied by the relevant personnel
and are provided with the necessary assistance.
Article10
Anti-Corruption Clau.a
(1)
The Parties share a common concern in the fight against corruption, which
jeopardii8S good govemanea and tha proper use of reaourcea needed fo!"
development, and, In addition, andangena fair and open competition baaed on
price and quality. The Parties declare, therefore... their intention for combining
effarta to fight canupticn.
(2)
Any fonn of offer, gift, payment, remuneration or benefit - directly or indireotly •
with a view to being awarded a mandate or contract within the framework of
this Project Atrangement, or during its execution, will be construed as an illegal
act or corrupt practice.
(3)
My act as stipulated In paragraph 2 of this Article constitutes aulllcient
grounds to juatft\' annulment d this Project Arrangement, the procurement or
resulting award, or for taking any other conedive measure laid down by the
applir:able law.
Artlcla11
Intellectual Property Rights
(1)
The protecticn of lntelledual property rights shari be enforced in conformity with
the reapective national laws, rules, and regulations of the PartJea and With other
International agreements signed by both Parties.
8
(2)
The use af the name, logo and/or oftlcial emblem of any of the Parties on any
publication, document and/or paper producad aa part of the implementation d
this project is prohibited without the prior written approval of eithw Party.
Article 12
Amendment
This Project Arrangement may be amended at any time by mutual written consent of
the Parties.
Article 13
Settlement of Dlaputas
Any dispute arising out of the implementation of this Project Arrangement shall be
aettlad amicably through negotiations or consultations between the Parties.
Artlcle14
Suspension
Each Party reaerves the right for reasons of national aacurity, national interest, public
order or public heaHh to suspend tempcnrily either in whole or in part the
Implementation of this Project Arrangemern which shall taka effect immediately after
notification has been given to the other Party though diplomatic channels.
Artlcle15
Entry Into Force, Duration and Tenninlltlon
(1)
Thir.. Project Arrangement shall enter into force on the date of it& signing and
shall remain in force fOr a period of 4 (four) years and may be extended by the
Parties through mutual written consent. The extension shall take into aa;ount
the duration of contract between SECO and SWiaacontact.
(2)
Either Party may tenninate this Project Arrangement at any lfme by giving to
the other Party written notification of ita intention to termlnale this
ProJ~
Arrangement through diplomatic channals at laast 6 (six) n1onths prior to Ita
termination.
9
(3)
The termination or suspension of this Project Arrangement shall not affect the
completion of ongoing activities or programa implemented under this Projsct
AtTangement, untesa otherwise decided by the Parties.
IN WITNESS WHEREOF, the undersigned, have signed this Project Arrangement.
Done at
~'!S......
on the
f.~~~--
day of
~!:'::...
in the year two
thousand and ten, in duplicate in Indonesian and English languages, all texts being
equaJiy authentic.
For The Ministry of Culture and Tourttm
..
For The State Secretariat for Economic
of the Republic of lndoneel..
Affairs of the SWiss Confadaratlon
SIGNED
SIGNED
Flrmansyah Rahim
Heinz Walker-Nederkoom
Director General of
Ambassador of Switzerland to Indonesia
Tourism Destination Development
Project Doctlment WISATA
Annex 1: Project Document
Regional Tourism Development ''WISATA"
...
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Presented to the State Secretariat for Economic Affairs (SECO), Switzerland
Prepared by:
-
•
·- _.~:
I
• •
June2009
Project Document WISATA
Table of Contents
list of Acronyms and Abbreviations ..................................................................................iii
1. Executive summery.................................................................................................... I
2. Introduction ............................................................................................................... 1
2.1. Projed Origins and Preparation ........................................................................ 1
2.2. Project Design preparation ................................................................................ 1
2.2.1.
Findings of the feasibility study .................................................................. 1
2.2.2.
Findings of the validation workahope ......................................................... 2
3. The Wider Project Environment ................................................................................ 4
3.1.
Indonesia under the regional autonomy era ...................................................... 4
3.2. National Tourism Framework ............................................................................ 4
4. Project Rationale ...................................................................................................... 5
4.1. Tourism in South East Alia ............................................................................... 5
4.2. Touriam in lndonesia ......................................................................................... S
5. Project Approach ...................................................................................................... 6
5.1. Facilitating pro-poor economic development ..................................................... 6
5.2. Unking Local Destinations with Tourism Hube................................................... 8
5.3. Promoting Florea 11 Target Destination ............................................................ 8
5.4. Facilitating Effective Destination Management Organizations ........................... 7
5.5. Foct.a on promotion of sustainable tourtam ....................................................... 9
5.6. Valoriaation of DMO development experience and capacity building to the
Ministry of Touriam and Culture .................................................................................. 10
5.7. Facts on Acree lx:lun5im ................................................................................... 10
6. Projed deaign and expected outcomes................................................................... 12
6.1. Project location, beneficiaries and duration ..................................................... 12
6.1.1.
Project location ........................................................................................ 12
6.1.2.
Benefic;iaries ............................................................................................ 12
6.1.3.
Project duration ....................................................................................... 12
8.2.
Project impact chain ........................................................................................ 12
6.3. Project rationale: poverty reduction ................................................................. 13
6.4. Project Goal: Income generation and job creation ........................................... 13
6.5. Project Outcome: Compatltiv&ne&l of the tourism deatlnation Aores .............. 13
6.6. Outputs ........................................................................................................... 14
6.6.1 .
Output 1: Effective Destination Management of West Floras established 14
6.6.2.
Output 2: Effective Destination Management of East Flores initiated and
established ............................................................................................................. 15
6.6.3.
Output 3: Effective Management of Florea Destination ............................ 16
6.6.4.
Output 4: Experience of local/regional DMO approach valortlld and
di•eminated........................................................................................................... 17
6.7.
Cross Cutting issues ....................................................................................... 19
6.7.1.
Gender .................................................................................................... 19
6.7.2.
Environrnent ............................................................................................ 19
8.7.3.
Governance ............................................................................................. 19
6.7.4.
Corporate Social Responsibility ............................................................... 19
7. Project Management, Monitoring and Evaluation .................................................... 20
7.1. Management arrangen1enta ............................................................................ 20
7 .1.1 .
Swisscontact organizational set-up.......................................................... 20
7 .1.2.
Institutional and legal arrangements ........................................................ 20
7.1 .3.
Office locations ........................................................................................ 21
7.1.4.
Project atatring ......................................................................................... 22
7.2. Project monitoring and evaluation ................................................................... 22
7.2.1.
Project monitoring .................................................................................... 22
7.2.2.
Project evaluation .................................................................................... 23
7.3.
lmpletnentation IChedule - Milestanea ............................................................ 23
- i-
Projed Doct.ment WISATA
8.
SustainabiJity........................................................................................................... 25
lnstitutlonal sustainability................................................................................. 25
8.1.
8.2.
Financial austainabllity .................................................................................... 26
9. Risks and risk mitigation ......................................................................................... 27
Annu1:
Annex2
Logical Frmnawork ll'llllltx
Budget (u abchment)
- ii-
List of Acronyms and Abbreviations
ASEAN
ASITA
AuaAIO
BMO
BPS
CSR
OCT
DMO
EOM
EU
e.g.
FIT
GEF
GIS
GOI
HPI
HRO
IDO
LEDNTT
Logframe
MOU
MSME
NGO
NTT
PHRI
PNK
sc
SECO
SETNEG
SME
SWOT
TNK
ToT
UNWTO
UNESCO
USP
WFTF
Wisata
WISATA
WTO
WlTC
10-member Association of Southeast Asian Nations
Association d Indonesian Tour and Travel Agencies
Australian Agency for International Development
Buainell membenship organization
Statlatlca lndoneeia (Badan Pusat statistlk)
Corporate Social Reaponalbility
Department (Ministry) of Culture and Tourism of fndonesla
Destination Management Organization
External Destination Marketing
European Union
Example given
Free Independent Travellers
Global Environment Facility
Geographical Information System
Government of Indonesia
Himpunan Pramuwisata Indonesia (Indonesian Guide AsiOCiation)
Human Resource Development
Internal Destination Development
Local Economic Development project, Swiatcontact, located In East
Floras, province of NuSB Tenggara Tim"
Logical Framework
Memorandum of Understanding
Micro, email and medium enterprises
Non Government Organization
Nuaa Tenggara Tmur Province, lndone1ia
Pemimpunan Hotel dan Reatoran Indonesia Indonesian (Hotel and
Restaur11nt businessaaaociation)
Putri Naga Komodo: joint venture Company operating Komodo
National Park under c:onceealon of the national park authority
Swi11contact
Swiss State Secretariat for Economic Affairs
Seknariat Negara (State Secretary Attached to National Exec:utfve)
Small and medium enterprise
Strengths- Weakn88888 - Opportunities - Threats
Komodo National Park (Taman Nasional Komodo)
Training of Trainera
United Nations Wortd Tourism Organization
United Nations Education, Scientific & Cultural Organization
Unique Sefllng Propoaition, marketing concept concentrated on
differentiating customer value
West Flores Tourism Forum
lndoneeian for word for travel'rng
Project name of AorH Tourism Sector Development Project
Wand Tourism Organization
Wortd Travel and Tourism Council
- iii -
1.
EXECUTIVE SUMMERY
Tourism is Indonesia's moat important non-oillgu source of foreign exchange after timber
and textile&. Foreign visitor arrivals to Indonesia in 2007 totalled 5,505,759: foreign
exchange eami~s totalled US$5.346 billion; and tourism's contribution to GOP and
employment was 7.2% and 6% respec::tivefy. Within ASEAN, Indonesian tourism ranks 4th
behind Malaysia, Thailand and Singapore in terms of total foreign tourist arrivals but has
lost 25% market share from 2002 to 2006. Tourism has the potantial to create
employment and income and to stimulate pro-poor impact in economic:ally disaclvantaged
regions. The tourism sector conliats of a number of sutHectora such as tour operators,
hotel & restaurants, dive operators, guides, tranaportation providers. The large majority of
these busin8S888 are micro and email enterprise~.
Swiacontact has implemented a tourism development project in Aorea alnce 2006. The
project resulted in quality improvements of tourism services and fadlities and tha
promotion of West Flores around the Komodo National P81k and hBI contributed to an
increase of international visitor arrivals by air from 9,233 in 2005 to 23,522 in 2008, the
creation of 266 full time job& and the increase rA the contribution of the touriam sector to
the RGDP from USD 2.3 mio (3.9 %) to USD 4.6 mio {7.9%). M the funding from AuaAID
for this project was limited until end of 2008, tlrat diiCUSSions between SECO and
Swisscontact took place in March/April 2008 on a new expanded project to build on the
succeiUI88 of WiSATA. The concept note was aubmitted to SECO in July 2008. An
intemal'advocacy note' was approved in December 2008.
SECO commissioned an external feasibility study in March 2009. The feasibility study
team came to the conclusions that 1he actMtieB f&BHzed (in the pilot phase) have
positively Impacted tourism and economic development, complying with Pf0'1XJOf ctitetta.
The experience ptepared the ground for futther improwments and a wider tegional
tourism development under a Destination Managamsnt Olganizatioll (DMO) approach.
Sw;sscontsct's background and experience is compstible with a f88/JonsJbls tourism
development. • The team suggested therefore an expansion of the project, focusing on the
fac:ilitation of local DMOs in the two entry points rA Flores, a regicnal DMO focusi~ on
marketing of the Aores destination at the Indonesian tourism hub in Bali and the
valorlsation of the DMO experience gained at the Department for Culture and Tourism.
As propoaed by the feasibility atudy team, the DMO approach will provide the conceptual
framework for the project. In January 2009, lndonesta has paaaed a new tourism law,
v.tllch aatgns a wide range of tasks to the local Governments and foreaees the
establishment privately managed tourism promotion agencies on loeal, regional and
national level. The Directorate for Culture and Tourism has therefore Indicated a atrong
intereat in the project as it would allow the Directorate to further develop its appnJach for
profeasional deetlnation management in Indonesia.
The propoaed project with a planned duration of 48 months covers the ialand of Florea as
regional tourism destination. Flores is part of the province of East Nusa Tenggara (NTI),
one of the poorest provinces In Indonesia. The 8888Bsment team came to the conclusion
that 'Flores has an untapped potantJsJ for naturs, marins and cultural tourism wlh
complementing tourism objects and attractions promoted under a 'Beyond Ball' prot;le. At
the 88I7J8 time, thenl 818 a number of W88kn88868 and thrsats which must be addi8SS6d
if such a promot;onal program is to succeed. The lack d proper planning and
management of tourism development, the poor standards of human f8SOUtce cspac;ity
building and problems with the tourism infrastructUTS - all underline the need for a more
structUI8d, partk;ipetory process that involves tourism stakeholders. This must first be
undertaken on a local district level and, as a second step, for Flores as a destination at a
rsgional level.
-I-
Based on this analyeia, the proposed project aims to IIICI'fNfae the competltNeness at
the foulfsnr dutJn-'lon Rore.. The outcome indicators are defined in an incraase af
foreign tourist arrival in Flores from today around 25'000 to 45'000 in 2013, an increase of
buainell88 working in the tourism sector by 30% as well aa a 7% annual increase in
average daily visitor spending. Baaed on theee outcomes, the project aims at the impact
level on the cretltion of at least 700 new full time jobs in the Flcns tourism industry.
In order to achieve thla outcome, the project will facilitate the establishment and operation
of two local DMOI in Welt and East Aorea (outputs 1 snd 2). After the praject supported
start-up and consolidation on the job leaming phase, the two local DMO. will be
1'88P01'1Sible for tourilrn stakeholder coordination and the facilitation of Internal Deatination
Devebpment interventions in HRD, visitor information and services, sustainable local
tourism development policy, regulations and planning, conflict mediation, local market
surveys, and pro poor tourism product developments. In terms of the Extemal Deetination
Marketing the local DMO. will be responsible for the preparation of deetination promotion
tools and supporting functions for familiarization tours, aales blllz88 and trade shows.
With key focus on the brancfmg of Florea aa tourism deatination, the project will facllltata
and support the development of a regional DMO located in Bali (output 3). Bali as the
major Indonesian gateway for foreign tourist Ia home to more than 330 registered travel
agencies, many of whom well represented at International travel fairs.. The strong
representation of the world's leading whofesalera in Bali - lnduding resident
repnl8ent.atives af the big Swiss leisure travel companies - provides the rational to
establish the regional Florea DMO in Bali. The regional DMO will atrengthen the extemal
marketing of Flores as wellaa coordinate and stimulate the regional cooperation betvueen
the locat Govemments on Floree. For the extemal marketing aynergiee are envisaged
with the SIPPO program on touriam.
Environment isauea play an important role in the promotion ofsulbllnabla tourism. The
projed will addraea this by integrating aspects of carrying capacity of the destination and
by designing spec;ific activities with focus on environment protedion.
In terma of finanaalsuatalnability, the DMOa are expected to generate around 50 to 60%
of their income through services and the remaining funding is expected to come from
local Government contributions baaed on the new tourism law, which promotea local
destinatiOn management units.
In order to make the experienGM gained available for the development of the future
tourism destination management approach in Indonesia under the newly passed tourism
law, the project responds to the request of OCT for technical aaalatanca with a specific
output on capacity building on national level. The projed will assist the working group for
destination management in evaluating the preaent bollfenecks in destination
management and will provtda policy advice and practical destination development tools
baMd on the Flores destination management experience. Through this link to the national
level, the project will be in the position to leverage the axper1ence gained to other local
and regional destinations promoted by OCT.
Direct beneficiariea of the projed are an estimated number of 5000 people working in the
tourism b~saea, the local Governments tn the five diatrtcta of Flores as well as the
national Govemment represented through the Deplirtment of Tourism and Culture. More
than 35,000 indirect beneficiaries are businesses and households whid'1 are linked to the
direct beneficiarlel either in the form of suppliers (e.g. farmera as providera of food atuff)
or as beneficiariea of transfer payments (remittances of employeea in the tourism aector).
The project wilt be staffed with an international project manager and project 811iatant as
well• 9 core staff and 9 supporting staff located in the 3 off'IC8S of Bali, Labuan Bajo and
Maumere. This core team will complemented by a pool of international and local shortterm consultant• with specific taaka.
-II-
2.
:
.....
INTRODUCTION
2.1. PROJECT ORIGINS AND PREPARATION
SWl88contact has more than 40 years of experience in Indonesia in development
cooperation and apec;ifically in private sector development. Since 2004, Swisscontact is
implementing a roca1 economic development project in Florea, focuslng on value chain
development in agricultural sectors. In June 2006, the Australian Govemment (AuaAID)
through the ANTARA program entrusted Swtsscontact with the implementation d a
tourism promotion project (WiSATA) in West Manggaral, Flores. The project has
strengthened the local stakeholders in quality improvements of tourism services and
facilities and the promotion Of the geographic area of West Flores around the wor1d
heritage Komodo National Partt and has contributed to an increaae of international visitor
arrivals by air from 9,233 in 2005 to 23,5221n 2008.
The Australian funding for the project was limited until end of 2008 and SWissoontact is
presently financing a follow-up phase rl the project under its development program. The
positive experience gained in this project aa well aa the feedback of other destinations on
the WiSATA approach has motivated Swiaacontact to propose a new, expanded project
to SECO. Rrst discussions between SECO and Swisscontact took place in March and
April 2008. It was agreed that SWisscontact will work out a concept outline for a new
projed for submission to SECO. The concept nota was submitted in July 2008. Baaed on
SECO'a •advocacy note• discussed in SECO's operation committee on 1611 December
2008, SECO decided to commission a feasibility study for the project •Regional Tourism
Development beyond Bali• with SECO's new priority country Indonesia.
2.2. PROJECT DESIGN PREPARATION
The feasibility study mtsaion took place In March 2009. The draft report waa submitted to
SECO end of April 2009. The validation mission with wor1<8hops in labuan Bajo (Wast
Flores), Maumere (Eaa1 Florea) and Jakarta has been conducted from June 13 to 18,
2009.
2.2.1. FINDINGS OF THE FEASIBILITY STUDY
In the exacutiYe aummary, the mission team summarizes the findings of the feasibility
atudy as follows:
rrne team•s oonclusion is that tourism development in Floras island is at 8 crossroads.
Flora8 has an untapped potentml for a nafuiB, marine and cultural tourism with
r:omplsmenting toutism objects and sttractions promoted under a ·aeyond Bali" profile. AI
the same time, thenJ ara a number of weaknesses and threats which must be addreBI!I6d
if such a promotional program is to succeed. The lack of proper planning and
management of tourism developm&nt, the poor standards of human f8SOUIC8 capacity
building and problems with the tourism infrastructure - all undettine the need for a mote
structul8d, pattlclpstory process that involves tourism stakeholders. This must first be
undettakan on a local district level and, as a MIOOtJd step, for Floras as a destination at a
f8Qionallevel.
The WJSATA West Flonls Tourism Sector D8v&lopment Project execut&d by
Swisscontact 2006-2008 has achieved positive outcomes on th8 level of struolu18
(integration of public and private stakeholders into joint destination developm&nt
structuf8, enabling tourism busine8s environment), pmducts (improvements in attractions
and services) and marlceting and promotion (blanding, destination promotion porlfolio,
web-prssence, links to BaiNH!ssd tourism chain rep18S8ntafilles). The sctivlies reslized
have posifively impacted tourism and economic deve/opmfKrt, complying with PfO-P001'
criteria. The experience ptflpa18d the ground for further improvements and a wider
Page1
.__,
awis£~C:'1t.- ~t
regional tourism development under a Destination Management Orpanization (DMO)
approach. Swisscontsct's bBckgtound and experience is compatible with steSpOnSible
tourism development. •
The team suggested a follow-up project baaed on the following components:
A) creation and consolidation of local DMOs in West Flores and J:ast Flores
B) preparetion of inter-district cooperation by capacity building and fscllitstion, preparing
the ground for a mgionaJ Florea DMO;
C) Improvement of linkS from Flotes to the tourism hub Bali through a penn811Bnt
pr8S8nce ths18 for matkeling and logistic support
D) vBiorisstion of the pilot DMO experience of Flores in capacity building and shared
le8ming at the level of the national tourism authorities, wlh the aim of assimilation
and replication ol the DMO concept In other destinations;
This project design follows the recommended components of the feasibility asae11ment
team, as outlined In the following chaptera.
2.2.2. FINDINGS OF THE VALIDAnON WORKSHOPS
Two project validations workShops with relevant tourism sector stakeholders have been
conducted in Flores. followed by a validation meeting with the Ministry of Tourism and
CuHure in Jakarta.
The West Flora Deatiutlon validation workshop - held on June 15, 2009 in Labuan
Bajo involved a total of 27 participants tom private sector, distrid- and central
government, Swisscontact and SECO. Tne group work results as Mil aa the talk show
questions and anewert confirmed the need for a profauional DMO to address the current
weaknasaea in coordinated acttvltiea for internal de8tination development and external
destination martceting. The project approach for a fast establishment of a profeaaional
local West Florea DMO has bean regarded u appropriate by all attending stakeholders.
The local stakeholders stressed the need for Human Resource Development and better
coordination among afl Flores tourism atakehotdera.
The East Florw Destlndon validation worbhop- held on June 17, 2000 in Maumere
involved a total of 28 participants from private sector, dlatrid govemments, SWiescontact
and the SECO feasibitity study mission team. The feedback from the stakeholders haa
confirmed a atrong agreement and eagerness for all proposed outputs and activities to
Initiate and facilitate the development of a wider destination offer, improvements in
services, facilities, and promotion and branding, based on concentrated capaCity building
efforta and the strengthening of tour1sm sector Government Agencies, BM08, MSMEa
and asaociations.
The worklhop results revealed that the proposed two years of initial destination
development and Institutional atrengthani~ efforts are needed before the East Florea
DMO can be established.
Project vallddon meeting wllh Department of CultuN 1nd Tourism (DCT) - held on
June 19 at the Department in Jakarta involved the General Director for tourist destination
development, the Seaetary General of the Miniatry, the Deputy Director for MuHitateral
Cooperation. and five Ministry core staff, the SWill Embassy, SECO and SWieecontact
representatives.
The meeting confirmed that the proposed project activities are strongly eupplemenllng the
current and planned efforts of OCT in the development of regional and local tourtat
destinations. The General otractor stressed the importance of the project to serve aa
model for other regional and local destinations as well as the importance of the projed for
the success of additional future tourist destinations.
Page2
Project Document \NISATA
'j
aw1 S£ ~c n c~~t
It was agreed that a destination management working group shall ba established by tha
DCT in artier to allow coordination and a continuous sharing of experiences from different
Indonesian destination development initiatives.
Page3
Project Document WJSATA
3.
awiss~""n·.r.r..
THE WIDER PROJECT ENVIRONMENT
3.1. INDONESIA UNDER THE REGIONAL AUTONOMY ERA
Under the reformation area since 1998, the country made a fundamental tranafonnation
in democratic reform, from a highly centralized govemment to widespread
decentralization. Autonomy •s granted to regenciea or disbicte, but not to provinoeswith the exceptK)n of Greater Jakarta. Regional Autonomy was enacted through
Parliamentary Law no. 22 and no. 25 of 1999, which allowed the Central Government to
retain frva powars only, namely in defence and security, the judiciary, foreign politics,
fiscal and monetary policies, religious affairs and •other authorities•. Under the 'other
authorities', a number of economic aadors continue to remain the purview of the central
government, theae include mining, infrastructure development (airports and airlines,
hartoure and shipping, telecommunications, power supply, etc.). Additionally, the
management of nature conservation areas (on land and at sea) remains with the national
government. The role of the province accordi~ to the initial regional autonomy law it
limited to coordination taska mainly. Today, as a unitary atata, Indonesia counts 33
provinces and more than 510 autonomous districts.
Wdh the decentralization proceaa, autonomy and budget responsibility have bean
transferred to the district level, giving the districts the steering competence for tourism
development. Local Governments are suppoaed to generate a part of their budget
through locally generated Income, mainly from local taxes and retributions. Tl'le hotel and
restaurant tax of 10% according to national law is collected locally and provides a
considerable conbibution to tl'le locally generated income in many districts.
One of the ahortcomins• of the decentralization process in lndoi"'MJia is the fact that
decentralization on diatrid level does not take into account that economic development
(and hereunder also tourism development) follows markets rather than political borders.
The political inetn.Jmenta for regional cooperation are not yet developed which hamper
economic development in many f.elde, specifically alao in tourism promotion. where
destinations are not defined In line with political borders.
3.2. NA nONAL TOURISII FRAIIEWORK
Over the past uweral years, a number of rules and regulations have helped to clarify and
align the operations and coordination of the different sectors, in terms of the respective
authority held by the central government, the provinces and the diatricta. Meanwhile, Law
no.1 0 of 2009 on Touriam waa finally enacted in January 2009, although ita promulgation
still awaits implementing regulations from the central government. The new reflects the
decentralization and defines tourism promotion as a Joint responsibility between national,
regional and local Government. The law puts destination management l'ligh on the
agenda and foresees the eatablishment of privately run tourism promotion bodies on all
Ieveii, which provtdea an excellent entry point fer the proposed DMO approach.
The present duties of the Department of Culture and Tourism (DCl) are limited to
facilitation, national planning, intemational retations, overseas marketing and promotion,
coordination between government department& on tourism-related policies, and the
coordination on tourism matters with the provincaa. The OCT is in the process of drawing
up a national tourism development and marketing blueprint for the period 2010..2025.
When completed, the 15-year plan is expected to become the roadmap for national and
regional tourism development. and the action-plan for various government agencies
involved in tourism matters
Page4
4.
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swiss~c.,t- ~t
PROJECT RATIONALE
4.1. TOURJSif IN SOUTH EAST ASIA
'Mthin the circle of the 10 member countries of ASEAN, Indonesian tourism ranks 4th
behind Malayeia, Thailand and Singapore in terms of total foreign tourist arrivals. And, In
spita af a growth trend In foreign arrivals over time, Indonesia's market share amorcJ its
ASEAN neighbours continues to slip. A 25% loss in ASEAN market share tom 2002 to
2006 reflects both Indonesia's specific problema affecting the tourism sector (political
instability, Bali bombings, etc.), but more basically this declining share points to
Indonesia's deciidedly less competitive approach to tourism marketing as compared to the
well-oiled professional tourism promotion bodies in operation in Singapore, Kuala lumpur
and Bangkok. The Travel and Tourism Competitiveness Report 2009, edited by the World
Economic Forum, rankllndonetia in 81at position of 130 countnes, down from 80th in
2008 (2009 rankings: Singapore 10th; Malaysta 32nd; Thailand 39th).
4.2. TOURISM IN INDONESIA
With over 17,600 islands, more than 350 ethnic groups and a geographical foot print
stretdllng over 3 time zones- the country's national motto of ·ahineka Tunggallka• (Unity
in diversity) hints at the wide ranging travel experience that awaits visitors to Indonesia.
Home to well-developed, aged and complex societies, the Indonesian travel experience
includes ancient monuments, rich culluras, culinary dlecovaries, natural and man-made
wonders, and heritage traditions the equal of any leading wor1d tourism destfnatlon.
Tourism Is lndonesia•s most important non-aillgaa source of foreign exdlange after timber
and textiles. (Source: Department d Culture and TouriSm). Foreign viSitor arrivals to
Indonesia in 2007 totalled 5,505,759. Each 'ViSitor is eatlmatec:l to have spent US$970.98
or US$107.70 per day during an average length of my of 9.02 days. This resulted in
foreign exchange earnings of US$5.348 billion. The contribution of Travel and Tourism to
the Gross Domestic Product is expected to be 7,2% in 2008, constituting 6% of total
employment. TouriSm Is expected to continue to grow, ltimulating economic development
and income. Tourism has the potential to aaate employment and income and to stimulate
pro-poor impact in economically disadvantaged regions, if the respective concepts and
sbategies foCUB on participatory proceues and the integration of the local population and
inherent potentials for touriSm found within these regions.
In terms of local tourism, only a very small percentage of Indonesians can afford to travel
for recn~ational purposes, but in ablolute f~gures, the numbers are still remarkable taking
into account the large population of Indonesia with around 240 Mia inhabitants. However,
the domestic market for natura and culture tourism tn underdeveloped araaa in Eastem
Indonesia ia stilllimttad since only a small percentage of weaHhy Indonesian is interested
In auch activities.
PageS
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5.
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swissc:,.rir.c;
PROJECT APPROACH
The propceed project is bulrt on following key piUara:
5.1. FACIUTAnNG PRO-POOR ECONOIIIC DEVELOPMENT
The Swisacontact privata aactor development sb ategy acknowledges that sustainable
economic growth can only be achieved by working towards mora effective and inclusive
martcet systems for the target groupe. A detailed analysis of the oonstrain1B on why
market syatems do not work for certain groups of the society aa well as the identification
of opportunHias on how to make marl<et systems VW>rk better for thole not yet Included
provides the base for developmert interventions. Market development is often seen in
rather narrow terma; hOMver the Swisscontact approach alae addreaea the ccmplex
constellation of backward and forward linkagea into many other areu of economic
activity, but also into IQQety, culture and environment Any economic sector can only
develop In parallel with wall functioning supporting marKets and conducive institutional
arrangements and rules.
The projeet foc:uses on developing more inclusive martcet ayatema in two ways:
• by developing the potential for linking geographic areas, which have not yet or only
parUy benefited from existing destinations to wall developed hubs;
• by 'ntegrating local communities in the tourism value c;hain through creating business
and job opportunities (within the value chain or within the supply chain):
5.2. UNKING LOCAL DES71NATIONS WI7H TOURISM HUBS
Wdh 31% of all Indonesian foreign tourism arrivals coming to Bali, the island is widely
considered aa the national tourism. With 1.98 million foreign tourists visiting Bali in 2008,
the estimated number of Indonesian domestic visitors, based on domestic flight uplift, is
put at approximately 2.3 million. This role of Bali as the •jewel in the crown• of Indonesian
tourism is widely acknowledged. Air acceBB policies that facilitate landings by foreign air
carriers to Bali, the istand'a role as a major domestic air hub and a •eali and Beyond•
tourism promotion policy to ertice traveller11 to explore secondary domestic destination all reflect Bali's undisputed role as ,he• icon of lndoneeia'a tourism industry.
Despite the fact that the national tourism policy has tried in the past for years to link other
destinations with the tourtam hub Ball (Ball and beyond), the suCC818 has been limited so
far. The main shortcoming of this policy was the fact, that no or only limited inveatmeniB
want into the development of these potential areas outside Bali in order to enhance these
areu to meet the standards of the customers ooming to Bali. Based on the positive
experience in the first phase of WiSATA, the proposed projeet has the potential to
develop the necesaary beat practice on how to link potential tourism destinations to
existing tourism hubs. The lesaons leamed from the project will be ralavant for the
Ministry of Tourism which is intantated to apply this knowledge for other locations.
5.3. PROifOnNG FLORES AS TARGET DESTINATION
The tourism hub Bali 11¥0Uid offer the posaibtllty to link various local destinations 'Within a
range of direct flights of around one hour: South Sulawaai with Tanah Toraja as cultural
centre, Lombok as beach and diving destination, East Java with the Bromo National Park
and Florae as a combination of divinglbead\lnature and culture tourism destination. The
project will focus on Flores as target deetination for tht: following reasons:
Atltlt'Maing poWify: Florea is among the economically leaat developed parta of
Indonesia. The formal economy is small, with Govemment aervice a major focus for
school Ieaver employment. A Jack of an industrial basa and raw material extracting
activitiea, and the geographically marginalized position of the island are reasons for the
SWisscontact
Page6
Project Document WJSATA
~
:0
swiu, ~n.-..:.•:.l
comparativeiy high level of poverty. The proportion of people living below the national
poverty line is 30% c;ompared to a national average of 18%. The poverty trend ia also
getting worse; since 1999, N1T has dropped from 21• to 2411 in the Human Poverty Index
ranking of Indonesia's 30 provinces and from 24., to 2811 in the Human Development
Index ranking. In tha education sector, NTT hal one of loweet junior secondary and
primary net enrolment ratas, the highest ctaaa repetition rate in the country and one of the
lowest literacy rates. In the health aector 46% of the population are without aCC8BI to
clean water whlla 32% do not have accees to heaHh facilities.
Pot.entllll foT Roru touriSm dfNelaplnent: Florea is a faaci'lating, mountainous and
atriki~ly beautiful island. A chain of volcanoes stretches the length of Florea, creating
complicated V-lhaped valleys and knife-edge ridges -terrain that was near impenetrable
until recent yean. and that has separated the island into many distinct ethnic groups. Due
to the diffia.alt topography and the lack of economically interesting resources the island
waa economically isolated from the outside wor1d until 25 years ago. Missing industries
and extracting enterpl'iles, on tht. other hand, have had the poeitive impact of a generally
pristine and untouched nature env,ronmant. Tourism and agriculture are the only
practicable economic development altemativea for the island. On the demand aide Florea
ia attracting nature and culture interested international tourists from the following source
market continents: Europe (67%), America (16%), Australia (9%), anciAsia (8%) (source:
KNP atatlsttcs, average values 2007-2008}. The visitor profile reveals an average visitor
aga of 38 years and a high educational level with 83% of visitora having a univen.ity
degree (soun:e: WISATA visitor surveys). The stable aocio-political situation and the fact
that Floras has so far never been targeted by terrorist attacks has lead to the perception
that Flores is a save tourist destination. The Bali bombings in 2002 and 2005 have not
adversely affected foreign visitOr numbera in the KNP.
SWitzMMds fiJqHIIfiH Mil recognillon a competant development pa,., in
Flotu: In the past, SOC has supported infrastructure development in Florea under its
rural development program In Indonesia. Theae projects have gained high reputation
within the communities in Flores. Since 2004, SWiaacontact is implementing projects in
Florea, a Local Eoonomic Development project and the first phaae of the tourism
promotion project WiSATA. Both prOjec1s are highly recognized among the communities
and this good reputation providas a good starting point for the proposed project
5.4. FACILITATING EFFECTIVE DESTINAnON MANAGEMENT
ORGANIZA7lONS
Tourism is a rapidly evolving industry that haa become increasingly competitive in the
global martwtplace. Wdh destinations now competing directly wtth othe111 around the
world, it ia possible to uaert that tourism is a sector in a state of transition. For DM08,
this transition means becoming a destination management organization instead of just a
destination martceting organization. In thla regard, DMOs are becomit'll more prominent
as 11deatination developars"' by acting as catalysts and facilitators for the realization of
tourism developments.
The starting point for Destination Management is the conviction that the tourism product
offered can integrate dift'arant exper1enceslattracliona and a variety of servicea/proclucts
from a locality into a vacation offer. The destination is established aa a clearty definable
geographic locale in the mind of the clientl, the source market Destination Management
Organization• (DMOs) are the central entity, which manages and coordinate the needs of
the tourist, the tourfat-related businesses and the resktunt community. The DMO hae a
cora function in bridging the expectations of both the supplier and the customer through
facilitati~ the demands d the traveller against the product o1ferings and capabilities of
the local tourism product In this regard DMOa play an important role as MDestination
Develope111" by acting as catalyst& and facilitators for the realization of tourism
development. DMOa can be located on different destination level15:
SWiacontact
Page7
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•
•
•
swies~c:-at::~t
National Tourism Authorities or Organizations, responsible for management and
marketing of tourism at a national level;
Regional, provincial or state DMOs, raspona121a for the management and/or
marketing of tourism in a geographic region defined for that purpose, sometimaa
but not always an administrative or foall government region such as a county,
state or province;
Local DMOa, responsible for the management and/or marketing of tourism based
on a smaller geographic area ar cityltown.
In terms of functions, DMO activities are grouped in External Destination Marketing
(EDM) functions and Internal Destination Development (lCD) functions.
Doea the dtJBI/nallon RolrJa I'JIHKJ one or 111188 DMOB?
During the V8lidatlon mialon the fJ888Bitn8llt team, SWiacontaot aa well as lc9y
stalceholder8 have ollen dl&cuaaiKI the iaue whether the ptDpOIIIId set-up wllh two /ocaJ
DMOs and e reglonel DUO oould not Hiler be COllfJf8d by ONE (regional) DMO only.
The ptop088d Bet-up followa thel'800tRirlfJitd d the IWINitll8llt team Md ia based
on the tellectJona that
• The lntemel function d lhe DAIO need to be III'IChot8d locally. Taking into aocount
the l8nglh of the illlsnd and the time-consuming trtwe/ling over lend. the dl6fnnt
stagea of development between the diffetent /ocaiJon8 .. well liB the dltrel8tt
e1t1n1e groups ;, NCh of the locatlona, it becomea obvious that e single
Otpa1Jizallon ooutd hardly . . . With theBe che/lenge8;
• The axl8mBI delltinBtion metlceling functlona .,. best located In Beli. Ball provlci&B
the neoti8SIJIY lndust1y netwcri. aa well as eltlclent infra81ructute fot tniJIIreting
functitJM,·
.
•
If oo-tinanclng of the DMO Ia envl4aged, B looBI MJI-Up might be eellier for
mobllzing public funda due to the tact that the lntlttutnent8 fOr regional financing
are nat yet developed in lntlonellia;
•
The ultimate tatpJt i8 to pmmate Flot8a IBIBnd 88 touriam dastinalion. Keeping
thia tatrJet in mind. It i8 obvioua that the dilletent lunctiona llnBIIy bfJJong together.
The tDcus8lon 18IWied In the condullion that I8Q8/ fOirnBiizatJon ollhe diffetent bodiea is
not fflqUitad from the beginning. This gtvN the pto)ect sufficient tine to conduct the
planned legal....,_, d the various opiJons for .ttlng up the DMQ speclllcelly a/ao
under the aspect of BCOeUibilly for public funding, aa well aa for In depth dlscuuions
w/lh the stakeholders about their vision&
Even so the pm;ect document ;, tllldng about thtH DIIOa. It might be tMt tinBIIy one
DMO wJih ..,.,., profit oeni18B fer the dlffelant fundions or two locel DMOa with
out80UI08d mat1rstlng tiJnctlcJM In Bali might be the most fHBible «JJuuion. HcJNfNer, this
decision IJfl8ds to be talcrJn after one year eatfle8l and doN not inluence or hamper the
llfJC88SIJIY t:Bp8City building worlc ofthe ptoj8d In , . start p/latll8.
The proposed project will facilitate the establishment of two local DMOII in the tourist
entry points r:t Labuan Bajo and Maumera and a regional Flores DMO located in Bali. The
regional DMO will mainly focus on EDM functions, linking Flo198 with the tourism hub
Bali, while the local DMOs will have a stronger focus on IDD functions. The different
functions of the two types of DMO are illuatratad in foUowing table:
Page8
~
ProJect Dacument WISATA
>
swi se "'n,· ~ 1.· • ~
Lot:Ill
A) ln18mal DMtlnatlon Dlvel~mant (IDD)
Coordlnallon:
COmrm.r~icatlon disloaua among stakeholder.
Local stakeholder neMiettsr CBahll88 Indonesia hard copie8)_
Coon:Unation between DM08
Task Force meatinas on Planned and ongoing interventions
Monitoring end evaJuatlon of DMO intenlentiona
Inputs in relevant local government planning worbhope and public
hearings
Awaren818 riling on risks and opportunities trough public seminars and
media
Facilitation of lntervenlloM for:
SuMWS to understand GilDS between supgly and demand
Human resource development with focus on practical skills
fm
visitor Information and vleitor savlcas
Oeveloomentlimgrovement:s of public tourist albactions
Environmantalleeuea
Conflict mediation and resolution (between D.utstB, tourism SMEs,
residant communitY ate)
Development of DMO income aouroes (productalaervicee)
Inter-district cooperation on goyammanllevel
Inter-district cooD8111tion on private eector laval
B, EJdllmal c.tlnllllon lllartcetlng (EDM)
Coordination taak8 as under a)
Facilitation of lntllrvention• for:
Local destination websltes
Flores website
•flo1'81 UPdate• •nawslatter for tmvel industry
Publications and brochuras
AdvertisinG
Events (In Florea)
Familiarization tours
Sales blitzes
Trade shows/Exhibitions
01108
~
DIIO
+++
++
+
+++
++
+++
+++
+
++
+
s
+++
+++
++
+
+++
+++
+++
++
++
s
++
-
+++
++
+++
+++
+++
+
s
s
s
+++
s
s
s
+++
+++
+++
+IS
-
+
+
s
s
+++
+++
++
s
s
Legend:
+++
S
Key taskl
++ Important tasks
supporting aervices
+ desirable talks
- not relevant
5.5. FOCUS ON PROMOnON OF SUSTAINABLE TOURISM
Sustainable tourism aims at positive social and environmental impacts, equity
in the
distribution of prolb to the involved actors and adequate valorisation of the natural. social
and cultural reaourcas that form an integral part of the developed producta. Awarenea of
sustainable tourism will be raised trough public seminars and media addrauing rlsk8 and
opportunities of tourism development, baled on the sharing of experience by guest
speakers from other Indonesian tourist destinations. Since Rores is a natura- and culture
tourism destination, the project Interventions on tourist attraction promotion and
development will focus on low environmental impact activitiea such as hiking, trekking,
volcano climbing, aea kayaking, canyoning and caving etc, combined with the promotion
of village based tourism income souroes. In all MSME development interventions
environmental friendly solutions and fair employment conditions will be addressed.
Details on environmental leau88 MJch as law enforcement lobbying, local regulations and
environmentally friendly MSME solutions are described under chapter 6.7.2.
Swtsscontact
Page9
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swissc:u~ r.c'
5.8. VALORISATION OF DMO DEVELOPMENT EXPERIENCE AND
CAPACITY BUILDING TO THE MINISTRY OF TOURISM AND
CULTURE
Taking into account the untapped potential in tourtam development in 'ndonesiat the
propoaed project has a high relevance in terms of replication for other local deatinations.
Aa mentioned abovet already the tourism hub Bali alone could be linked with at least 4 to
5 other local destinations and other tourism destinations in Indonesia have the potential to
be linked wlltl other hubs, e.g. deetinationa in Sumatra with Kuala Lumpur or Singapore
or North SulaMIBi and Maluku lllanda with Singapore.
On the occasion of a prnentatlon on the results of the first phaae of WISATA, the
Miniatty of Tourism and Culture has immediately recognized 1he importance d the
approach for the Mure development of tourism in Indonesia and has indicated strong
interest and need for a capacity building component with the objective to enable the
Ministry to promote the approach in other locations.
5. 7.
FACTS ON FLORES TOURSIM
Flo,..llland
... .
··-"·"""". ,_,....
- - ~...,.
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-
.
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-
-· I. -·
.
-
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.
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..
Map of Floru (souroe Bakosurtanal)
Flores ia a fascinating, mountainous and strikingly beautiful .ialand. A chain af volcanoes
stretches the length of the 450 km long but narrow island, creating complicated V'"Bhaped
valleys and knife-edge ridges - terrain that was near impenetrable until recent years and
that has separated the island into many distinct ethnic groups.
Labuan Bajo in the West and Maumere in the East are the two gateways for tourists, both
are connected to Bali by daily direct flights. An eatlmated annual number of 3500 foreign
visitors travel from either city to the other on a trip that nonnally takes 3-4 days.
The laland•s eatimated 2 million people are divided into five, main linguistic and cultural
groups.
Politically the island is divided in 8 districts, theae are: Manggarai Barat. Manggarai,
Manggarai Timur, Nagekeo, Ngada, Ende, Sika. Florea Timur.
Swtsscontact
Page 10
I
swis&~ ,. -t~:; t
Weet Flores Destination
~
-.
\1.\~ I ·'" ~~ ., ~
..
.d
Labuan Bap
~
:
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...
. • !
The main tourist attraction of West
Rores, the wortd heritage Komodo
• National Park attracted 20,814
· · foreign visitors in 2008. Labuan Bajo
is home to a seminal hotel and
accommodation industry. West Florea
has much more 1o offer than just
Komodo Dragons and wor1d dass
dlvfng. The mountainous hinterland
offera a wide range of nature and
culture toul1sm activities.
EatFioru
.....
•
,
I
I_
..........
\
..
.•
I
The main tourist attraction, the
Kelimutu volcano National Park
attracted &.229 foreign visitors in
2008. The three different coloured
crater lakes offer the most
spectacular sight in the province of
Nusa Tenggara Timur.
The bay d Maumere offers excellent
diving. A multitude of nature and
culture tourism attractions are waiting
to be developed and promoted.
The hotels in Maumere and Ende are
so far not focussing on foreign
Visitors.
Page 11
swiss~:)l'l.nc•
PROJECT DESIGN AND EXPECTED OUTCOMES
&.
8.1 .. PROJECT LOCAnON, BENEFICIARIES AND DURATION
6.1.1. PROJECT LOCATlON
The project covers the island of Florea (see 4.7, fact sheet Flores Tol.lism), which is part
of the Indonesian province of Eaat Nyu Tenggara (NTT). The main activities will focus
on two local destination management organizations with the two entry points to Rores,
the district West Manggarai with Labuan Bajo as capital and the district of Sikka with
Maumere as capital. However, the project will not orient itself on ~itical borders, but will
focus on the two unique selling propositions Komodo National Park with the famous
dragons and Kellmutu National Park with the differently coloured volcano lakes. For the
regional Aorea destination promotion, the project will focus on Ball aa the tourism
gateway to Florea.
6.1.2. BENEFICIARIES
Direct beneficiaries of the project are 5000 people working In the tourtam buatne8888 as
direct beneficiaries. The tourism sector consists of a number of sub-sectors such as tour
operators, hotel & restaurants, dive operators, guides, transportation providers. The large
m~ority of these businesses are miao and small enterprieea. Direct beneficiariea are
also kx:al Governments in the fNe districts of Roree aa well as the national Government
rapreaented through the Ministry of Tourism and Culture.
Indirect beneficiaries of the project are buainenea and households which ara linked to
the direct beneficiaries either in the form of suppliers (e.g. farmers as providers of food
stuff) or as banaf~eiariaB of transfer payments (remittances of employees in the tourism
aector).
6.1.3. PROJECT DURATION
A project duration of 48 month is planned for the implementation of the propDBEid
adivities. Thla period ia regarded aa realistic to achieve sustainability of the destination
management through the DMOs. Proposed project atarl ia July 1, 2009.
8.2. PROJECT IMPACT CHAIN
The chart below showa the impact chain
, of the proposed project:
Rallanale: Contributa mPov8fty Reduction
lrnpmwea lima oandltlonl
- -------=- . -
GCMII: Eoonomlc Growth
su.t.JIIIbla lncnaae of lncame and Job cnalon
Oulcoml: lncnlllld Compelllvarwla rtf Daltin.tion
Flonle
.... ......
'·
D~•l
..........
In Will Fllnl
Swisacontact
SUitaNblt flow oftoun•
,/""-... . --~
....
I
•
D ........
"
ll - ·
ln&IIFIInl
._.... ·~~I
1!11111.-
..........
n
1
dm
Fllllw.
I
n
J .....
I
1)lhe facilitation af local and regional
DMOS results in improved management
af the destination in tenns of improved
quality and range of aarvicea, improved
quality and increased number of tourist
attractions, improved external destination
marketing and improved linkages with the
tourism hub.
2) Improved destination management
makes the destination more attractive for
tourists, resulting in a sustainable
Increase af visitor numbers
3) The incraaaed demand from tourist
results in increased income and jobs
through a) expansion of business
activities of exiating buainessas; b)
establishment of new buaineeeea in the
Page 12
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swiss c.. ':u . ~
tourism sector and c) increaeed business opportunities in related sectors such as
handicraft, supply chain for hotel and reataurwms etc.
4) Increased income results in improved living condHions directly for busineaa owners and
employees as well as Indirectly through remittance& to the wider family.
8.3. PROJECT RATIONALE: POVERTY REDUCT10N
The rationale of the project i8 to contribute to poverty reduction in one af the poorest
regions in Indonesia. However, the proiect will not specifically work with the poorest
groupe of the society. but it is expected that job aeatlon and income generation Will have
an indirect impact on poorer groupe of the society, especially through remittance
payments from employment aeated in the tourism sector. A public value assessment of
the University St. Galien after the end of the frat phase of the WiSATA project has shown
that employees send an important part of their eamed income back to their families in the
villages. Baaed on the expected outcome for Jobs created it Ia expected that at least 3500
houaehokJs will benefit from additional income from remittances from the tourism aector.
8.4. PROJECT GOAL: INCOME GENERATION AND JOB CREATION
The development goal of the project is to au.te income and job opportunities in the
tourism sector in Florea. Income Will be measured baaed on average dairy visitor
spending and average length of stay. Job aeation will be measured within the direct
tourism value chain (hotel and restaurants, tour operatcn, dive operators, guides,
transportation), while the indirect job creation through backward and forward linkages to
the tourism value chain (supply, construCtiOn, other service industry) will be estimated
onJy. In ita first phase, the project WiSATA measured the generation of 266 jobs in the
tourism Industry in West Manggarai, baaed on an increase of tourist arrivals of 91%. The
impact on goal level will be measured baled on the following indicators:
lndif:lltor
lncreaae in total tourism sector incomes
T81fM
• Increase by 50% at project end compared
to baseline
Employment growth in tourism sector • Employment growth in tourism aector
enterpriles
enterprises by 750 full-time jobs at project
end compared to baseline
auppolted
Percentage
af
touriam •80% of supported stakeholders with
enterpriaea with positive peaption on positive peRieption on income change and
income char-Ge
fUture businees pros~at project end.
6.5. PROJECT OUTCOME: CO.PEnnVENESS OF THE TOURISJf
DESnNATION FLORES
The outcome or purpose of the projec1 is the increased competitiveness of the destination
Floras. Competitiveness is detennined by a broad number of factora. From the demand
perspective, the competitiveness of a destination il defined by the quality of a set of
producta, aervices, natural and artificial attractions able to draw tourist to a specific place.
Destination management plays a key role in addressing the many and sometimes
conflicting laauea that arise in contemporary touriam. Destinations present complex
challenges for management and development in that thay must serve a range of needs of
tourists and tourism-related bLainesses aa well as the realdent community. locaJ
busineaaea and industries. Professional management of the destination ia the key to
securing a a...tainable flow of tourists; the quality of the services and attractions defines
the ovvrall c...tomer satisfaction which impacta tourist's length of stay and spending per
day. Number of customers, length of atay and spending per day on the ather side defines
the potential for income generation and Job creation within tha destination. Improved
Page 13
'.: ~
8Wi8P~I. • ~. .~t
competitiveness a1 outcome cl the project is therefore measured baaed on these
damanck'elated indialtora, 11 preaented in the table below. The Indicator on valorilation
is not directly linked to competitiveness but me•ures the outcome based on the number
of local destination development initiatives supported by the ministry.
lndlt:ftlt
Competitiveness
International tourtat arrivals
T.,.,
•Over proportionat increase in
number of foreign viaitol"'l to Flores
compared to Bali arrivals by 10% I
year
Increase in number of tourism •Increase by 30% at project end
MSMEs in Florea
compared to baaeline
Average spending per day
• 7 % annual Increase in average daily
viaitDr spending In Flores
Vraitor aatiafaction
• Visitor aattsfaction increase bY 10%
Increase in inter-district
• At. least 3 joint Florea promotion &
coordination
marketing events co-financed by
Governments
Local destination development
• At least 2 local destination
initiatives in other areas
development initiatives supported by
supported by the miniatty baaed
the OCT in new areas
on Flores expertence
• At least two key pal icy
recommendations adooted by OCT
1oca•
Valorisation
8.8. OUTPUTS
The following chapters provide a short overvieW on the main intervention linea of the
project The preeentation follows the flow of the LFA Matrix.
6.6.1. OUTPUT 1: EFFECTIVE DESnNATION MANAGEMENT OF WEST
FLORES ESTABLISHED
The starting point of the West-Floras DMO development builds on the result& of the firat
phase of the WiSATA project The West Florw Tourism Forum has been established in
August 2008, and has increaaed the communication among all sector Btakeholdera and a
work plan for future joint adiona has been wort<ed out.
The preparation phase for the Mtablishment of the DMO ia expected to take 7-9 month.
Baaed on the assessment result the options for the legal aet-up wilt be further analysed.
In parallel the final business plan will be developed. After the election of a provisional
management board and designation of commissions to elaborate operational plane and
the constitutive statutes of the DMO a transitory agreement shall regulate the rights and
obligations for the funding of DMO interventions by the project. Two years of
consolidation support will be needed before the DMO can be fully handed over and work
independently. The main activity groupe and key performance indlcatora are:
Activ'lty GroUP~~
Supporting the development of
publications, visitor information and other
productalservicea as source of inoome
Identification of skills training· delivet'y
initiatives and supporting towiam training
providers
Supporting the institutionalization and
SWiucontact
lndlc.tor.
• AI least • publications (bookalbooklelal
maps) sold to rvtallei'Bfvlaitors
• At least 2 other product& or sarvices sold
in the market
• Increased level of skilla and quality of
training providers shown in higher viaitOI'
satiafaction and positive perception of
employeratmanaaera
• DMO institutionalized
Page 14
c •
swiaa~o.~~n;:~
conaolidation of the West Flores DMO
Supporting DMO destination development
Interventions during DMO at.wt-up phase
through an activity fund
Facilitating product development and
access to market far rural tourism
products/services
• Financial auatainability according to
business plan targets achieved
• At least 8 DMO interventions per yaar
addressing key DMO functions
implemented
• At least 3 craMoodatuff producer groups
or village accommodation providera
increase Incomes through tourism
6.6.2. OUTPUT 2: EFFECTIVE DESTINATION MANAGEMENT OF EAST
FLORES INITlATED AND ESTABLISHED
MaLmere, the district capital of Sikka offers the aecond entry point for tourist coming to
Flores. East Flores iB in terms of tourian leaa developed compared to West Manggarai
with Komodo National Park as the main attraction. Nevertheless, East Flores has a good
potential for tourism development, building on the Kelimutu National Park, but more time
'Will be needed to achieve tangible progress compared to Wast Mar-Ggarai.
In emerging local destinations such as East Flores the need for coordination is even more
urgent since the individual tourism service providera started as ai~le fighters in a difficult
busineaa environment. Existing, but non functioning sector BMOs aa well aa govemment
tourism authorities lacking experience in the tourism value chain normally fail to develop
strategies and adivities leading to tangible improvementa. Baaed on such starti~
conditions the ground needs to be prepared with a bottom-up approach based on
inteJVentions craating tangible benefit& for individual sub-sector MSMEs to realize the
advantage~ of coordination and jotnt activities. This then fonna the starting point to either
revitalize the BMOs or to fonn new asaociations. Seminara on tourism development, skills
trainings and interventio~W to increase the government awareness on touriSm sector
potential and corwtrainta prepare the ground to start a govemment tourism planning
process with involvement of the private sector. The development of new tourism
atbactions and destination promotion tools such as website, brochures, post cards and
brand name again raises the awareness of all involved stakeholders on the need of
<iOOI'dinated destination deVelopment activities behind the aphere of their day-to-day
business. Once visitor numbers increase, existing or new MSMEa become more and
more ready to Improve facilities and service quality. Raising the game usually takes place
as succassful MSME are inspiring athens for improvements. A well timed and balanced
set of interventions addressing supply and demand acts as catalyst for a positive mafi(et
change. Baaed on the West Flores experience it can be expected that two years
concentrated inputs are needed before the local tourism stakeholders are prepared for
the formation of a DMO. At least 2 more years d project support will be required before
the DMO can be fully handed over and wortc independently.
Acttvlt.Yaroupa
lndlc:Mora
Identification of COIIBtraints end
opportunities, establiBhment of
baseline
• VISitor profiles, preferencetJ and level of
satisfaction aueell!d.
• Constraints and opportunities of tourism MSMEs
88888B8d
• At least 4 seminars addressing opportunities &
constraints facilitated
• A.t least 20 news reports in local print- and radio
media
• Monthly stakeholder newsJetter
• At least 3 BMOs and other organizatiorw have
developed vision and concepts for tangible
member benafita
Fscilitsting aW818f18ss rising on
tourism development risks and
opportunities
Strenf111ening of institutional
oapaoity of toulism sector
BMO..;,~ .,...nizations
SWtsscontact
Page15
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Jl..-.
Activity groupa
Supporting quality improvements of
selected tourism MSMEs
lncre888 capacity oflocal
government tourism agencies in
tourism sector planning
lnct8asing number or quality of
tourism ob •
··Suppoding skills training delivery
.&.
1- LL
'
swi8E~!J11 ~u: i
lndlcatora
• Number and level of improvements in supported
tour1am MSMEa
• Tourism sactor information and data mapped and
described (Tourism Atlas)
• Distrid tourtsm development vision and mid term
deve~Qrlment plan available
• Number of aupported tour1Bm objec:talactivities
and visitors numbers
• lnauaed level of skills and quality of training
providere shown in higher visitor satisfaction and
POSitive percegtion of emllloyers/managers
• At least 3 craMoodstuff producer groups or
village accommodation providen1 increase
incomes through tcurism
inHiatlves snd atmngthening of
toutism training fJIQl!_lder
Supporting product development
and access to market for rural
tourism productshlervices
[handicraft foodl
Developing promotional tools, visitor • Destination promotion website online
intbtmation snd other
• 2 brochures, tourist map, and picture postcards
piOduotslserviceB 88 source of DMO available and 2 bookalbookfets sold to
Income
retailers/Vi1itors
• At least 2 other productsllervices available
Facilitating est81Jlishment of East
• DMO operational
Flot&BDMO
• DMO financial austainabiltty according to
buaineea Dian
Support;ng DMO destination
•At least 6 interventionalyaar addressing DMO
dev8lopment interventfons during
functionaauch as: Stakeholder coord;nation;
DMO staff-up and consolidatiOn
HRD; Yiaitor information and surveys: resource
phiJB8 through the establishment of
stewardship; events; familiarization toura; and
an activity fund
web martteting
8.6.3. OUTPUT 3: EFFECTIVE MANAGEMENT OF FLORES DESTINATION
While the tow local DMOa in West and East Florea will have a stronger focus on internal
destination development functio.,., the regional OMO with the main task to promote
Floraa as a destination will have a dear focus on external marketing functions. So far,
Aores ill not promoted as a destination. Promotion is only focusing on the twa main
attractions, Komodo National Park in West Flores and Kalimutu Volcano National Park in
East Florea. Even so the headl of the eight districts in Flores have in the past several
times discussed a joint branding of Flores, the regional DMO will face the challenge to
promote inter-district cooperation against local patrtotlem.
Taking Into account that external marketing will be one of the main tasks of the regional
DMO, the fact of long travel distancea within Florea (cmssing the island from West to East
takes at least 24 ttoura) as well as the risk of jealousy among the districts if the regional
DMO is located in one of the districts. the project recommends to locate the regional
DMO in Bali. Bali as the tourism hub with all major travel operators represented provides
the ideal location for extemal marketing functions of a DMO. For the future, the regional
DMO could become partner for the SIPPO tcuriam program.
The fact the Bali is the home of a farge Florea diaspora, many of them working in the
tourtam I8Cior, partJy even aa aucoaalful entrapraneura. Many of them are committed to
develop their home Island which providae a good starting point for identifying the rGht
people for establishing an effective regional Florea DMO in Bali. Furthermore the
succa18ful Floranese diallpora are highly respected in Flores and have therefore the beat
potential to boost inter-district cooperation and finally the arlocation af government
Swiacontact
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PJ'Olect Document WISATA
swise~·J·~ ~; L!.;
funding for the Flores DMO. In addition the Bali baaed Florea DMO playa an inportant
role in the proviaion of supporting services for the lac:al DMOa.
The introduction of the regional DMO will follow stepwise. For the first two yeans, the
regional DMO will be located in the projeGt office, aa the necessary preparation work will
at least take one year. During this flrat year, socialization, finding an agreement for the
legal aet-up and the framework for participation of the 5 district& will be the main tasks.
The second year 'Mil focus on the establishment of the businesa plan, the training of the
local professionals as wall as the development of products and aervlcea. A handover to
the local management is planned after year three and financial viability is expected for
year four.
Activity Groupe
ldentificstion
oppottunities
of constraints
and
Supporong development o1 Flor8s
branding, tourism website and
"Roles Update" newsletter
Supporting efforts for identilic8tion
of additional DMO incOme sources
through ales of publications,
member fees. snd elfotts in
lndlc.tcn
• Constraints and opportunities of Bali travel
agents selling Flores products assesaed
• ~al alternative& for DMO structure as8888ed
• Florea wabaite used by at least 3000 viaitol'l
ead'l month
• Monthly •Flores Update- newsletter distributed to
at least 700 subeaibers
• Sales and distribution channels for booalbooklete
maps established
•2 ather not yet identified productslaarvicea
developed
fundraising
Supporting Rates tourism
• Number of supported sales blitzes, promotion
& marlceting
events famJIIarization b1ps, travel marts
Facilitaffng improved inter-district • Number of wort<ahopa and trainings attended by
oooperation through
C8p8r;ity
government authortties from neighbouring
bulding and lobbying
districts
• Number of lobbying events and meetings with
district government decision makei"B
Facilitating BStablishment of Flores • Regional OMO operational
DMO, support CBPIJCity building of • Financial viability according to business pan
DMO staff and members and targets achieved
suppott m8rlceting linkages
• Unkages to intemational tour operators and
SIPPO tourism program established
Supporting Flores DMO start-up • At least 5 interventions/year addressi~ DMO
and consolidation phase through fundiona such as: Stakeholder coordination with
the establishment of sn activity fund
specific focus on inter-district cooperation; HRD,
surveys; publications & brochures; events;
familiarization tours; and web marketing
implemented
~ utuut":U,
8.8.4. OUTPUT 4: EXPERIENCE OF LOCAUREGIONAL DMO APPROACH
VALORISED AND DISSEMINATED
Relevance of the DMO approach: The timing for the proposed prnjed fits well in the
changing ragulatOIY environment of tourism policy in tndoneeia. After decades of
centralized tourism poNcy in lndoneaia, the local autonomy has changed the policy
environment and shifted the responsibility for JocaUregional tourism promotion to the
districts. The new tourism law, which was approved in January 2009 by the president,
introduces relevant changes compared to the old law:
SwiRcontact
Page 17
~
8WIS£~C t~C~[
•
•
•
•
•
•
It reflects the decentralizaUon law and defines tourism promotion cJear1y as shared
responsibility beh·.~een 1he national, provincial and local Governments (Article 8,
9);
It give& the right to national, provincial and local Govemments to establish 1J11V*
and Independent touriam promotion agencies, where kay tourism stakeholde"
haw to ba repreaentad (Article 43) and defines the organisational set-up cl theee
private agencies (ArticJe 45);
It provides the possibility for public funding of the private tourism promotion
agencies (Article 49);
It provides the legal baae for the establishment of a tourism federation, combining
representative$ of all industry aaaociations and wider stakeholders (Artlda 50)
It provides the legal bass for establishing tourism industry ltandarda (Paragraph
XII)
It defines the financing of the to~sm sector as joint mponsibility between
Government, private sector and civll eociety and gives the authority to local
Governments to allocate a part of the income generated from tourism specifically
for conservation of environment and culture (Paragraph 13);
OVerall the new tourism law provides a promising legal baae for the implemerUtion of
tourism destination management on national, regional and local level. In response to the
new law, the Department of Tourism and Culture is highly interested in receiving technical
aasiatanca for capacity building in developing a destination management approach far
Indonesia. The Directorate ia Interested to establish a working group fOr tourism
destination management, which \NOUid become the direct counterpart for the project and
will assist the working group in
• further developing the DMO approach, baaed on the Indonesian requirements in
form of policy inputs. The timing for such inputs is appropriate as the Directorate
will work on the implementation regulation for the new tourism law;
• developing practical tools for DMO implementation, based on the WiSATA
experience. Such tools Include a handbook for DMO practitioners, guidelines on
production of promotion materials etc.;
• Exchange of experience with other destinations in lndoneala, following a DMO
approach through worbhops and study tours;
• Support a study tour to Switzerland for linking ttw working group with DMO
initiatives in Switzer1and. If possible, such vilit could be combined with
participants from other SECO supported tourism projects in order to facilitate the
international exchange.
Indicators
• Constraint& and opportunities on deStination
management in selected regional and local
destinations aaaeased
• Definitions and giOISary on destination
terminology developed and diBSeminated
• Recommendations for policies and strategies on
future destination man ement develo
Supporl capacity building efforts on • At least 3 workshopa facilitated
destination
dsvelopment
and • At least 2 OCT workahopalevents supported with
management
inputs
• 3 freld stud tours au orted
Support nationBI and international • At least 3 field study tours supported within
exchange on DMO
Indonesia
tour to Switzer1and su
• 1 at
SWieacontact
Page18
ProjeCt Document WISATA
.:..:
..
swissc . ut c'
with exchange meetina with other SECO projects·
• Handbook for practitioners In local destination
local deslinetiOn development and development available. printed and diaeeminated
management tools and user by OCT
auldelines
Support ministry in preparation d
8. 7.
CROSS CU'mNG ISSUES
Tha following aoss-cutting iBBues are part of the project design and Will get specific
attention during the dasign and implementation of aU project interventions:
6.7.1. GENDER
Even so the projed design does nat addrau gender IIIUBI in a specific output, the
project will addresa the issue in an appropriate way in all relevant interwntiona. Examples
for interventions where gender aapeciB will be integrated are:
• BMO strengthening through adequate representation of women in BMOs and through
actively addreeaing gender iaauee in BMO activities:
• Skill training facilitation: addressing women specifically in skill trainings, ewntually by
designing specifiC training courses for women and through acheduling of training
actiVities which allow a participation of women;
• Gender-epecif'IC labour iuues: the tourism sector Ia characterized by a high proportion
of women employaas, which makes it mandatory to addreaa gender apeclftc laauee in
aector...pec;ific interventions, e.g. in the Hotel and Restaurant sector.
• Adequate representation of women in the local tourism forums in order to strengthen
the voice of women in policy diakJgue:
8.7.2. ENVIRONMENT
Environment iBSues play an important role in the promotion of austainabte tourtam. The
project will address theae isaues through:
• Integrating aspects of carrying capacity and environment protection in local tourism
policies;
• lobbying for law enforcement in environment iasues and inclusion of additional
requirements in tourism aector regulations e.g. in the field of construction, waste
management, sanitation, water use and transportation;
• Creating awaraneas trough disaemlnatlonltrainings of best practise examples among
tourism buainauaa on environment issues, e.g. for diving (dive operator code of
c;onduct), hotel and restaurants (energy efficiency. water conservation, rain water use,
gray water use, waste water treatment, campoeting etc.) guides (code of conduct on
waste collection, regulation on ftres In foreat areas etc); tourist car drivers (eco-driving).
8.7.3. GOVERNANCE
The project wHI doaely work together with five loc;al Govemments in Florea. This opens
the opportunity to bring in govemance i11ues such • public; priVata dialogue,
transparency and accountability. Tha project wiJI elaborate jointly wHh the local
Governments tourism development strategies. This provides the chance to provide
capacity bui~ing to the local Governments in public private dialogue, whic:h is regarded
as a cornerstone for Improved transparency and accountability.
8.7.4. CORPORATE SOCIAL RESPONSIBILITY
l88uea of corporate social responsibility are addresaed in all Swiaacontact MSME projects
as crou-cutting topic. Even 10 the project does not have direc;t influence on management
policies of the busineues involved in the project, issues of c:orporate social responsibility
are addressed in discussions with BMOa and individual enterpr1aea. This dlacuaaion
swtsscontact
Page 19
Project Document VVISATA
~
swiSSC:'II' :'.C..
include topice such as wor1dng conditions, working contracts, m1n1mum wages,
compliance with national social standards as well as environment standards. Positive
experience has been made in Welt Florea with the introduction of hotel service charges
in 4 hotels.
7.
PROJECT MANAGEMENT, MONITORING AND
EVALUATION
7.1. MANAGEMENT ARRANGEMENTS
7.1.1. SWISSCONTACT ORGANIZATIONAL SET-UP
In Swlat:ontact ZUtlt:lt the Program Director Asia is in charge for Swisscontact's
operation in Indonesia. The overall responsibility for the project is with Swisscontact
Zurich.
Tha Swlucontact Country Olllca In Jakarta has the operational responsibility for all
projects in Indonesia. The operation responsibility includes quality assurance for project
design and implementation, internal capacity bulldl111 to the Swisscontact staff in
Indonesia, administrative services such as accounti~ aupport. local auditing and
logistics, as well as liaising with the Indonesian Govemment for project approval and
issuing af visa. The project managers report to the Country Office in Jakarta.
The P'ro}ect tlatrflget is in charge for the implementation of the project. He is responsible
for staff reauitment and training, project planning, implementation and monitoring as well
as for flnandal administration.
7.1.2. INSTITUTIONAL AND LEGAL ARRANGEMENTS
B) Registration of Swissoontact in Indonesia
SWI•contact Is registered In Indonesia with a status as 'Donor Tetap', baaed on a
tJiemorandum of Understanding between SWisscontact and the State Seaetariat of the
Cabinet. Baaed on this status, Swisscontact is entitled to implement projects in Indonesia
in the fields of SME promotion, vocational training, environment and related fields. The
status provides Swisscontact access to wortd111 permits for expatriate staff, tax exemption
for expatriate staff and tax exemption for import of project material. SWiascontact offers
the implementation of the proposed prqect under this umbrella. In a later stage. the
project could still be included under an existing or future bilateral agreement between
Switzer1and and the Repu~ic of Indonesia.
b) Tripartite MoU between SECO, the Department of Culture and Tounsm and
Swisscontact
In addition to the general MoU between Swiaacontact and the Republic of Indonesia it is
propoaed to sign the bipartite MoU bebt.een SECO, the Department for Culture and
Tourism and Swisscontact. This MoU would define the purpose of the cooperation as well
as rights and obligations af the ditferant partners under this project.
Swisscontact
Page20
'=
swiss·
Pf'Diect Document WISATA
MoUwftl
Govemment
lndDne11t
·~l'ft• . ·
Oepatment of
Culllnn
Tourtlm
WISATA
Pr$Ct
DCTWarldng
Group far
DIIIINtlon
MalllgiiDint
c) DCT Worlcing Group for Tourism Destination Management
OCT has indicated atro111 interest to establish within the Department a Woridng Group for
Tourism Destination Management. This Working group ia in charge to further develop the
touriam destination management approach within Indonesia and wilt become the
counterpart for the project under output 4. It is expected that the DCT working group will
become a platform of exchange with olhar destination management projects under DCT.
The key objectives of the cooperation between the project and the OCT working group
are:
•
•
•
•
Platform for discUIIion on DMO approach and capacity building;
Diacuaaion platform for policy iasuea related to DMO approach;
Joint development of practical tools for DMO management
Evaluation of experience and diasemination of experience to other destinations;
d) Advisory Board
The project will be accompanied by an adviaory board, consisting of rapruentatiY88 of
Seco, OCT, SWisscontact and at leaat tvt10 tourism industry representatives. The advisory
bOard meats at least twice a year. The key tasks of the advisory board ara:
•
•
•
•
•
Diacueaion of yearly project pl.-.a;
Diacuasion of half-yearly progreaa report&;
Diacuaaion and input on critical iaauea on project implementation;
Discu88ion on project strategy and interventions;
Disa.luion of external evaluation reports;
e) Reporting
The project raporta based an half-yaarty progress reports to:
• Seco (local repreaentation) through SwiB&COntact Country Office Jakarta
• Seco (SWitzerland) through SWiaacontact ZLrich
• Advisory Board through Swi88COntad Country Office Jakarta
• OCT wortdng group through project
The format of the reporting is agreed beh·JMn Seco and SWiaacontact.
7.1.3. OFFICE LOCATIONS
Three offices are required for the Implementation of the propoaed project
Swlsscontact
Page21
Prqect Document WISATA
~
swisec=-• r:::-.c·:
• "-in otllce In Denpaur, where the Project Manager and Project Auistant will be
located. The location Oenpasar is ra:ommanded In order to have easy access to the
two field off10e1 in Floras as well as to the mar1cating stakeholders, which are located in
Denpaaar. It il expected that the Project Manager will spend around 50% of hla wortdng
time tn the f~eld offices in Florea. This office will host in the first phase the regional OMO
until this organisation has become Independent
• Field ollke In Labuan B-JG for the support of the local DMO in thia location. Thia
office will be required for the period of at leaat two years and will be phased out in the
second phase of the project as it Ia expected that the DMO will be in the position to run
the destination management without local presence of tha project. The field office In
Labuan Bajo will be managed by a local Project Manager
• Field otllce
The field office in Maumere will be required during the whole
project duration. For the first two yeara, the local DMO will be together with the project
office in order to build the ground for the future DMO. Once the products and aervicea
are daveloped, the DMO will move to ita own offa and the project office ia required for
the future coaching of the local DMO.
In,..,.,.,...
7.1 .4. PROJECT STAFFING
Project Manager - The project will be managed by an experienced Swiaa Project
Manager with more than eight years of experience in Indonesia and three years
experience in tourilm sector development
Project Assistant - Given the fact of four different wortdng locations (Jakarta, Danpasar,
Labuan Bajo and Maurnere) and the high percentage of the project mangers time in the
field offices, a pennanent Project Assistant is requaatad to lead the Denpasar office team
and the overall project administration.
Local Field ofllce managers- The field off'IC88 in Labuan Bajo and Maumera will be
managed by experienced loc;al project mangers.
Program ofllc:ars - A total of e program officers (2 in West Florea, 2 in East Florea, 2 in
Ball) will be responsible for the implementation of the project interventions. The Program
Officara shall either be tourism profeaalonals or have experience in development projecla.
International c:onault:anta- A total of 9 p/month of international 1hort term conauhancy
is propaaed for specialist inputs in quality aasurance/M&E, tourism marttetlng, legal
framework aaaesaments and aurvey software development. In addition 4 pfmontha of
junior lntamational conaultancies in tourilm shall allow specific inputs for interventions.
Loc:al consultants- A total of 48 plmontha of local tourism consultants ia requested for
specialist inputs in the 4 project components
VoluniiH...tStudents -The proposed budget allowa a total of four volunteer/student
asaignmeniB of one year each.
Supporting staff- For the 3 project offices a total of 10 supporting staff are required
(Accounting, Administration, Driverl, Guards).
7.2. PROJECT IIONrrORING AND EVALUATION
7.2.1. PROJECT MONITORING
SWiaacontact has developed a comprehensive monitoring approach for all projecta.
Monitoring starts with project design. All interventions are based on sector reports which
provide the baseline for all interventions. Sector reports include an analyaia of the present
situation, the key opportunities and constraints, a vision about the future situation of the
sector aa wull as the key performance indicators. r:cr the establishment of U~tt ~ur
reports, baleline atudiea will be conducted in all locations. Based on the sector reporta,
each intervention II outlined In an intervention design report which includes the expected
result chain of the intervention and the key indicatora for measuring change, baaed on the
LFA mat.rix. Projed progi"'HHs for each intervention is reported tn half-yearly updated
intervention reports which provide the input towards the progress reporting to the funding
SwisBCOntact
Page22
-
':..... ....
swise~~n~;-:t
agency. At the end of each intervention, outcomes and impact is documented in
intervention end reporbl.
All Swlascontact ataff8 are continuously trained in the application of thla monitoring
system and the SWlascontact Country Office is in Ciharge for the quality control and the
support in implementing the monitoring system.
Progress reporting is either based on SWisacontact internal standards or follows the
standards of the funding agency.
7.2.2. PROJECT EVALUATION
External project evaluation ia Integrative part of the progreaa monitoring and is mutuaJiy
agreed on between SWiacontact and the funding agency. For the proposed project a
mid-term external evaluation attar 24 month and an end of proJect external evaluation is
proposed. External evaluators are assigned basad on mutual agreement between the
funding agency and SwiSICOntBGt.
7.3. •PI.EIIENTA nON SCHEDULE ·MILESTONES
A detailed implementation schedule will be developed after the validation mission.
The mileaton11 of project achievement are deacrtbed in the table below.
1
2
OVetall
• Offices
set~p in all 3 locations end staff recruited; adminiatratlva procedures ..d
accounting set-up; staff introduced In approaches and tools; staff training
• MoUs with central and distrtc:t gowmmenta signed
Regional Floru DIIO Denpaar
• Baseline on travel agencies selling Rcns products establilhad
• Floras branding, Flores promotion and mar1ceting tools established
• At least 1 FIC~e~ promotionlmartceting event with multi-dletrict contributions conducted
LOCIII W.t FlotM DIIO L.abuen Bljo:
• Touriem sector BMOalasaociatians, skjJis training provid818 and district governments
involved in deslnatlon development interventions
• DMO under transiUonal agreement established
• Local Eat Roles DJIO .,.,...,..
• BaseJine and eector report on East Flores destinetion established
• East Flores tourism development vtsJon established
• Deatination promotion website and branding aatablished
• Tourism BMOBiassociations, akille training providers and district g011emments involved
in deetinatton devetopment interventions
Vlllotfsleiotr D7C Jelwtll
• Constraints and opportunities in Indonesian ragional and local destination
management identified and dillemlnated
• Awareness on desdnation management organizations and functions increased
• Policy dialogue on deatinatlon management started
• 8
fer futura destination develooment defined
Overall
• Mid term outcomaa meesured
• Increased number of Flores destination publications avaUable
• Experiences and knowledga shared on natlonalleYal
• Flores visitor number lncre818 according target
Rflglonal FlotN DMO ,.,_.,.
• Flores DMO under interim egraement eatabliBhed
• DMO staff capacity allows hand over or fUIJreaponslbNity of DMO adninietration
• At least one wholeaaler has Included Aores package in sales catelogue
• Agread joint Aores tourism development vision established
• Regular participatk:ln r:A Flores dlatrict ltakeholdens in BaJi promotion and sales events
• Increased number of Flore& tourism pubtlcatlons distributed and sokt bv DMO
SWI88COntact
Page23
y..,.
3
~ .»
swissc:;n~=-~i
Mllealon•
Local W.t Flotwa DIIO I..MJuM ~
• DMO income and third party oontributions allow the reduction of statr salary subsidies
by 50% and intervention subsidies by 25 % at the and of year 2
• DMO lltaff capacly allows hand over of full responsibility of DMO administration
• DMO tools and syatems oonsclidated
• DMO interventions resutt in tangible outcomes
• Supported ruraJ tourism input/aervice providers generate income
LocM Eaat Flores DIIO,...,.,.
• Destination promotion portfolio avaMable and products sold to visitors
• New tourism abjactslatlractiona visited by tourists
• SUpported rural tourism Input/service providers generate income
• VIsitor satisfaction Increase with saMca8 and 18cilities measurable
• lmprcved dastlnatron offar results in increased average length of stay and visitor
spending
• East Flores DMO established under transitory agreement
Valol1uflon DTC JHatta
• study tour to Switzerland results in input for DMO initiatives supported by OCT
• Budget allocation for OCT destination management organization• projects approved
• OCT destination clavalopmant ~uaprtnt, action-pan available and ministerial decrees
on DMOs available
OVerall
• Project atralagy adjusted according evaluation results
• At.laasl2 knowledge sharing events with other projeCtS end organisations
Regional Flotu DIIO Dttnpaar
• Increased inter-di&bict coordination lobbying capacity leads fD channelling at
govemmant funding fer the Bali DMO
• Product and sarvloa sales lnoomas alow the reduction of project subsidies for salaries
by SO%
• Bali DMO in own offtce established
• Joint Flores tourism promotion/marketing at 2 mayor int.msiional travel fall"'ltrade
shows
Local Welt Flores OliO Lllbuan Blf/o:
• DMO staff capacity allows hand over of full intervention responsibility
• West Flores DMO office ee1abliahed
• DMO consolldatad and institutionalized, DMO manager and member& of 1he board
elactad
• DMO incomes according to busineaa plan
LocM Eat FIOI'M DMO.....,..,.
• DMO income and third party contributions allow the reduction of staff salary subsidies
by 50% and intervention subsidies by 25% at the end of year 3
• DMO staff capacity aiCJWB hand aver of full responsibility or DMO admlnlatration
• DMO IDols and systems consolidated
• DMO lntarvantions result in tangible outcomes
• Supported rural tourilm input/lervica provident ganarate Income
V&lotfutlon DlC Jelwta
• Destination development project based on DMO approach initiated and funded by
4
DTC
• Guidelines and decrees on DMO establishment and funding eetablished
• Government funding/aubsldy) schema for regional and local DMOS prepared
• DTC staff e&D&CitV allows indaDendent Dlannlng d new DMO projects
Overall
• Documentation for knowledge sharing on lndoneeian DMO clevelopment available
• Experience shared on nallonal and International level
• Outcome and impact maasuramant
Refllonal F1o1'N DIIO Den,._,
• DMO incomes according to business plan
• DMO consolidated and institutionalized DMO manager and members of the board
Page24
y...
._ -,
SWISt:Cf'l~.-:lt
lllleatana
elected
• DMO produces sustainable outcomes
Welt Fiola DIIO l.MJuan IJifiO
• DMO produces sustainable outcomes
LM:III E.- Flot'U DIIO llaum818
• DMO consolidated and institutiomiized, DMO manager and membens of the board
elected
• DMO incomes acccrding to businea plan
• DMO consolidated
L.ot:_,
Valolf..clon DTC .Murm
• DMO approach on central government level conaclidatad
• Minialarial dacraes and guidelinas and funding/subsidy scheme alow regular
r&Diication of DMO aPProach In Drioritv destination develoQnient areas
8.
SUSTAINABILITY
Achieving sustainability for envisaged changea iB a key concern in all SWiaacontact
projects. Securing auatainabiJity cl intervantiona starta from project design. Key to
austainabilily iB the design of systemic interventions, baaed on in depth understanding of
the project environment. A sound deaign of interventions which considers sustainability
from the beginning is therefore given highest priority. Among the varioua dimensiona of
suatainability, the proposed project is apeclfically focusing on institutional and financial
sustainability of the planned DMOs, as they are the key towards austainable impact of the
project.
1.1.
INSnTUTIONAL SUSTAJNABIU1Y
Key succeaa factors towards institutional sustainability are institutional eat-up in terms d
legal entity. dear ownership, and quality of human reaourcea Within the inltitution, deflned
standards for internal proceaaes as well as accountability and transparency in
management The establishment of new instituUons under a project always bears the risk
of failll'e. However, Swisscontad has Wide axpertenca in developing such organizations
which allowa applying the lessons learned from aucceuas and failures over tha put
years. The key laslonl leamed for 818uring inatilutional auatainability are:
• Clarity on the Institutional mission which is lhared by both parties, the project and the
local partner;
• Aseuring local ownerahip from the beginning as well as anchoring of the new institution
within the local environment;
• Careful aaeessment of the pros and cons of alternative legal aet-ups;
• Provide a sufficient timeframe for the institutions to develop;
• Provide on the job training for capacity buildif1l rather than theoretical training;
• Support the institution in establishing dear standards in tarma of planning, decision
taking, quality control and financial procedures, tranaparancy, etc.
The pmjact will apply a step-by-step approach towaroa the institutional independency of
the DMOa. In a first phaee, the DMOs will be located within the project officea. During this
time the project staff 'Nill develop together with the future DMO the interventions, product
and aervic:ea. This proceas will be an on-the-job training which witl maka the DMO familiar
with the proceues of planning, implementation, monitoring and evaluation. Products and
18rviCAR developed during this time will become a aourcn l)ffut11re income. In parallel, the
DMO will be established legally and a businesa plan will be developed with the
stakeholdera. This first phase will take between one two years, depending on the
competencies at starting level. starting with the second phaae, tha DMO will have its own
pramiaes and is expected to work along the buaineas plan. The role of tha project is to
swtsaccntact
Page25
Prcject IJocument WISATA
..:,.:,
swiss:;c:~t::.:;t
coach the DMO and at the same time hand over mora and more reeponaibility to the
DMO.
Thia st~wiae handing over proceu allows sufftclent time to build up the hunan
resourcea within the DMO and to establish the internal standards and proceeaes which
will provide the base for future inatitLitional suit& inability.
8.2.
FINANCIAL SUSTAINABIU1Y
Institutional austainabilily needs to be backed-up with financial auatainabUity in order to
ensure the functionality of the DMOa in future. DMOs have basically three options for
fina~ : a) membership feea; b) income from Hrvlces and products and c) public
financing and d) donations. Swiaacontact prcpoaes for the OMOa in Indonesia a joint
financing from all four potential and reeourcea. A detailed busineas plan will be developed
with the stakeholders and the management duriJ"G the project. For ajmulation,
Swiascontact will develop a model bu1ineae plan for a local DMO, whid'l will ~erve as a
model businea plan, baaed on the experience gained In the first year of the project. The
following list provides a firat overview and brainstorming on the potantial financing
loutcel.
•J Direct income ft1Jm product:s lltrd UIVIr:u
The following list under1inea that there is a conaiderable potential for generation of inccme
from producta and l8fVIcea: (example for DMO In Weet Manggarai):
• Handbook on diving In Komodo National Park (potential contributors: Labuan Bajo dive
operator aaeociatian)
• Booklet on West Florea history, people and culture (potential contrtbutors: Text:
Anthropology student with f•ld work experience In West Florea e.g. given University
Bern ia very active in Florea, picturee from local photographer)
• Authentic West Florea cuiajne (conlributor: Heinz von Holzen and Ida Bagua, Bali
baaed apeciali8ts on authentic lndoneaian cuisine}
• Guidebook on Flores Volcano cfimbing and trekking (diverae potential contributors, e.g.
tour guidea, pictures by local photographer)
• Authentic East Florea cuisine (oontrmutor: Heinz von Holzen and Ida Dagus, Bali baaed
speciajiats on authentic Indonesian cu-.ne)
• Birding West Flores booklet (contributor: Buruf"G lndoneeia NGO active in endemic bird
project in West Florea)
• Flores tourllm map, East Flores tourism map (contributor. Dtgital bale map from
government. satellite pictures NASA, tourist information and GPS tracks from field trip
training activities with local tour guides
• Labuan Bajo city map (development with Wflll Florea Hotel Association, digital bale
map from government)
• Picture postcard• (selected pictures from project databaae)
• other sell.., products such as uniquely packed agricultural productl (e.g. coffee,
ginger, and vanilla), handicrafts and ather souvenn. A careful effort-benefil analysis
will be needed lo find out whether this might be profitable.
b) Memberahlp few
Membership fees in BMOa are unfortunately not yet very common yet in Indonesia, even
in large BMOI. It is therefore not advisable to count too much on financing through
membership fees. However, If the DMO ehould be in the position to develop apedfJC
buliness eervices for membera. income from sud'laervice feel might be r. ·~stic.
c) PubUc funding
Public funding can happen either through direct aubaidy from the Gcwemment or through
local taxes where the DMO becomes the beneficiary. The mandatory hotel and restaurant
tax for example goee in certain diltrictl in Indonesia back to the association as income.
Page26
~
swiat::~n(&~{
Such achemes could be developed with local Govemments for the benefit of the local
DMO.
d) Donations:
Private sector fund raising- The Bali based Florea DMO might be able to get some
funding from CSR sources of hotel chains~ wholesalers or other companies under their
CSR programs. Here again the DMO needs to astabr•h the net\VOrb and proactively
make proposals.
9.
RISKS AND RISK MITIGATION
The following table provides an overview on poeaible risk and the related rtsk and the
strategies proposed to mit~ate these risks:
,.,ted
Rlab
Mlltadon atrateav
Risk
to 1M location
Earthquakes, volcano A chain of volcanoes stretches along Indonesia which increases
en.aptions
the risk for earthquakes and related disaatera
No mitigation strategy applicable. Howaver, the training of
stakeholders incJudas rules for behaviour in case of disasters
and establiahing emergency reacue plans is part of the
destination management agenda.
dab l8lafad to touriam
Collapae in
The expelience •n the past showa that the segment of tourists
visiting Flores (divers, adventure tourists) is leiS wlnerable to
intemational tourism
due to international
international tourist trend&. No mitigation strategy applicable.
economic crisis
Sea above: even after the Bali bombing in 2004, tourism figures
Collapse in
international tourism
in Flores were less affected than those of Bali itself. No rill<
due to national atais
mitigation strategy applicable.
l&Jt terrorism}
Conflicts caused by
In several regencies d Florea mineral resources such as gold
non tourism
ore, manganese ore, coal, and others were found. If potential
compatible economic
mining areas are located in tourism activity araas conflicls
developments
interest will need to be addressed.
Mligation strategy:
• Awareness raising on district govemment level on non tourism
development compatible adivitiea
• Support tourism stakeholders and DMOs in know how on
govemment regulations and competences (right and
obligations) related to mining licenses
• Support aarty conflict mediation and arbitration efforts of
DMOs
• Support linkagee of BMOa with legal advice and advocacy
G.,.,.,
groups
Rlslrs nllllt.ed to local,.,.
Management conflicts The experience shDWB that institutions in Indonesia, eepeclally
within DMO hamper
new ones, often become victim of conflicts rJ interests.
effective destination
Mitigation strategy.
management
• No immediate establishment of OMOs in order to hi:iw thd
chance to balance conflicting interest before eltabliahmant of
DMO
• EstabliSh mechanism for conflict reaolutions from the
beginning
• Open communication and stakeholder consultation prior to
Page27
t__:_.,
Project Document WfSATA
Rlaka
Conflicts among
stakeholders hampers
participative working
8Wi8£".)~ _ , ;,· ~t
llftlaatlon a ... __..
establishment of DMO
• Establish transparency for democratic decJaion maldng
proceaaea, Mctions, financial statements reaulationa etc.
Experience show that Floras is not the easleat place to wort< due
to strong particular interests.
Mitigations strategy:
• Open and extenaive stakeholder consultation from the
beginning In order to avoid conflicta due to misundarstandirt~s
and unrealistic expectattona
• Involvement of local opinion makers, eapedally church
re~sentativas
DMO management
hampeNd by political
interference
Local DMOa do not
achieve financial
institutional and/or
finandal viability
Local political interest my interfere with an effeetive
management of a DMO
Mitigation strategy:
• Avoid too strong dependency from public funding which
normally provides the baae for interference
• Clarification of expectation& from the beginning
• Involvement of political deciaion make111 (executive and
legialative, political partiea)
Even the beat business plan does not guarantee long-tenn
viability of local OMOa:
Mitigation strategy.
• Focus on capacity building of DMO management
• Low fiX8d coat strategy from beginning
• Performance incantivea for management
• Flexibifity in adjusting busine• plan baled on
effective
performance
RIMs ,.,.,. to • ' .... ·•DIIO
Partly aimilar risks to Risk mitigation aee above
local DMOs
Conflicts of intereat
ThiM:ing purely in the Interest of individual diatriciB ia quite
common in Indonesia, which hampel"' regional cooperation.
between dlltrtcts
hampera
Mitigation strategy:
establishment of
• Careful socialisation of the regional DMO and involvement of
regional DMO
all stakeholders from the beginning
• 'Understatement' rather than 'overatatament' of regional DMO
in the beginning in order to avoid unrealistic expectations
• Facilitate active communication forum between the districts
Regional DMO does
not achieve
institutional or financial
viability
Conflicts between
regional DMO and
local DMOs
Swlssc:ontact
Same strategy aa for local CMOS {188 above)
Jealousiel and wrong understanding of different roles of
regional and local DMO might hamper collaboration:
Mitigation atratagy:
• Create a dear undel"'ltanding of the different roles of local
and regional DMO. from the beginning
• Create incentive achemes where all parties benefit equally
• Facilitate joint plannirt~ workshops and create transparency
In tenns of bu&ineaa~ana
Page28
~
swiu~~cn~c~t
Annex 1: Logical Framework matrix
SWisscontact
Page29
--· , ·
awis& .~
Impact
lncreuecl
lncarM
1nd
employment In 1elected • .,...
of Flo....
i"''MCt indlcafonJ
Inc,.... In total tourism sector
incomes by 50%
Employment growltl in tourism sector
enterprtaes by 700 full time jobs
85% of supported stakeholders with
DOSHive DerceDtion on income cnanae
Outcome
Outcome lndlca1Dt8
lncruHCI competltlven- of • Over proportional incraaee in
1M tourl1m d•tinaUon
number of foretgn visitors to Flores
Flo,_
compared to Bali arrivals by 10%
/year
•lnaeaae in number of tourism
MSMEs in Flores by 30%
• 7 " annual increaae maverage dairy
viaitor spending in Floras
• lncrea• in vlaftor Nlilfaction by
Calculated from survey data,
two ~l:y measurament
Project aub-aector aurvaya, two
yearl_y meaaurament
Survey data, two yearly
measurement
• National Park atatiatica
• Official Ball arrival statiatlca
• Visitor aurveya
• Su~sector aurveya
• Proje~ recorda
• The political and social
economic situation in Indonesia
Ia stable, no tarroriat attacks, no
major natural disaster and
epidemics
I
10%
•Increase in inter-district coordination
ahown in number of joint Flores
promotion & marketing activitiea
• Number of local deetination
development initiatives aupported by
1he mfnlltry based on Ror.
exl)erience
Output lndic.mta
Oufputa
1. Effective daatination
• Wflll. Ro.-. DMO organizational
management of Weat Floras structure adjusted to potential and
'-----
eetablished
Swluoonblct
I
-
-
needa
--
• Organizational structure,
• Local atalceholdera ahow
charter, statutea, busineu
commitment to take an active
_~n. regulations, guideJinas, _"-role in DMO deyelopment
-
Page1
...->
2. Effective destination
management of East Flo1'81
initiated ard established
SWlucontact
swiss:ontC.1~
• DMO office and ayatams •tabliahed
• At least 8 DMO interventions par
year add1"81sing DMO functions in
IDDand EDM
•At le•t 4 publications
(bookaJbookletal mapa) sold to
retailers/visitors
• At least 2 other DMO products or
servicea sold
• At least 3 craMoodatuff producer
groups or village accommodation
providers regularly supply the
tourism sector
• Skills Increase shOM'I in better
employer and visitor perception
• Tourism sector Information and data
mapped and government planning
improved
• Tourism sector BMOs etrengtnened
through MSME improvement
interventions
• Destination promotion 'W8baite online
• 2 brochures, tourist map~ and picture
postcards available and 2
bookalbookleta sold to
retaileralvisitors
• East Florea DMO organizational
structure set-up according to
potential and needs.
• At least 6 interventions/year
addreaalng DMO functions in IDD
activity plans, administration
• Tourism sector stakeholders
systems
committed to membership and
• DMO intervention reports
ready to conb1buta in kind and
financially
• Publications, project records
on aales numbers and income • Disbicl Mayors and heads of
tourism agencies committed to
• Records on other
better tourism management and
productslaervices
contributions for the
financial
• vtaitOr exit survey results
DMO
• Sub-aector survey results
• East Flores tourism atlas
• East Flores tourism
development plan for the
disbicts of Ende and Sikka
chartar, statutes, busineu
plan, regulations, guidelines,
aCtivity plana, administration
systema
• Webaite statistics
• Promotion portfolio
• Bookslbookleta
• Recorda on sales numbers
and lncame
• Visitor exit survey results
• Tourism BMOs committad to
provide member benefit&
• District Mayors and heads of
tourism agenaes committed to
better tourism management
• Tourllm aector stakeholders
committed to membership and
ready to contribute in kind and
financially
- -
-
Psge2
I
·: "
3
andEDM
• Number of supported tourism
objects/actMtlea and visitors
numbers
• AI. least 3 craftlfoodsturr producer
groups or village accommodation
providers supply the tourism sector
• Skills increue shown in better
emplowr and visitor perception
Effective external
• Regional Flores DMO organizational
destinatior. management cf
structure set-up according to
Flores ensured
potential and needs.
• At least 5 lntarventionalyear
addressing DMO functions in EDM
andiDD
• Flores website U8ed by at least 2500
visitors each month
• Monthly •Florea Update• newalattar
disb1buted to at least 700
sublcnbera
• Number of workshops and trainings
attended by goverrmant authorities
from neighbouring diatrfcts
• Number of lobbying events and
meetings with district government
decision makers
• Number of supported sales blitzes,
promotion events, faniliarization
trips, travel marta
Swi88contact
swiss::>••.:::.~•
• Sub-sector survey resub
charter, statutes, business
plan, regulations, guidelines,
activity pfans, administration
syatems
• Project recorda
• Regulation, guidelines, tools
and systems for use of fund
• Website statistlca
• Subscriber list per category
• All Florea tourism stakeholders
provide active support
• The heads of district tourism
agencies and the district mayors
are committed to inter-district
cooperation and joint promotion
of the Florea destination
Page3
I
:t
4. Experience of locaUregional
DMO app~ach valorisad
and disae:ninated t.hrough
Ministry a' Tourism and
Culture
Swi&lmnt&ct
swiaa~:>•, : ~;.. .
• Conatraintl and opportunities on
destination management in selected
regional and loeat destinations
aseessed and documantad
• Definitions and gloaaary on
destination 1erminology developed
and disseminated
• Recommendations for policies and
strategies on future destination
management developed
• At laalt 3 workshops on deetination
m~W~agament facilitated
• At least 2 OCT wartcshopslevents
aupported with inputs
• 3 field study tours aupported
• Handbook for practitioners in local
destination development available,
Printed and disseminated by ministry
• Survey reeults
• Project records
•Glouary
• Destination development
handbook
• Consent and vision on national
level can be achieved
• The new national tourism law
(Nr. 10, 2009) allows more
flexibility in the Llle of
government funds by private
organisations
• H might take a long time until the '
implementation bylaw ara
issued
I
Page4
ANNEX II: ACTION PlAN PROPOSED BY '!HE 8 REGENCIES IN FLORES
Bogar. 1B - 19 February 201 o
Flores
Masterplan
(Portfoio of
destination
a. fNIQT analysis of Flores
destination 201D-2016
Planning documents
The accuracy of
strategic plan)
c.
Flores destination with
stakeholders (unlv.nlty, NGO,
local government, community
8.
en
dednation development
diseeminated to 8 districts
The awareness
COI'mlitment on Flores
deslnatlon develoornent
g. Coordination on
Implementation and report
-I -
0
o
o
auociatlonll organiSations
(eetabllshment of tourism
promotion board on provincial
and dlstr1ct level, HPI, PHRI,
-
8 LocaiDMO
1 Connecting Office in Ball
8 district tourism promotion
boards
of
Flores destination
management Increased
tourism
promotion performance
increased
educationlin&tilule on Senior
High School and
diplomafcollege level
thole Involved In tourtsm
education Implemented
- Scholarship for the beet
institu1M and s1udents
incn!NI&ed
tourilm
Tourism awareneu group
(Pokdarwls)
Community livif11 around
tourism objects
Tourism vUiage
Tourism IOUY8ntrslhandicraftl
.,d culinary business
community empowerment In
tourism field:
- Tourism awareness group
(PokdarwiB)
- Community living around
touri1m objects
- Tourtsm village
- Tourilm souvenirs/handicrafts
and culinary business
tourism sector Improved
performance
-
- Mgroups
-2-
"Floral Update" new.letter and
llC (Teuism lntonnatfon
Centar) In each di&lrict
and "Flores Updata" new&letter
and TIC (Touri&mlntonnation
Center) in each di&tricl
established
competitivenea of
Floras touMm destination
inaeaad
end marketing
Flores tourism dnlinalton In 8
districts implemented
training to countries that have
implemented DMO approach
sua:ellillfully
potential, development o1
inveetnwnt prollle and
lmaatment promotion tor
preeminent atlrac::tivenea in
The 8V8il8tlility Of <IOCuments en
investment potential, lnveatment
prattle and inveetment promotion
tor preeminent atlractiveness in
aactl didrict
of tourism
productsfdestin•
tlon
Increased
- J-
d mar1cet ace e11
for tDuriam produc:bllaervices
c.
I • I SanriCI!! qua 1'
I
competitiveness
tourism destination
inc.-ad
of touri&m
divel"lification
(ecotouriem, agro toui1Sm,
heritage, culture, maritime,
adventure, spiritual, culinary,
point r:J sail lndoneeia and
tourism village)
atlnlctlons in 8 dillbictB
increaaed
1
ActMHaa for aualitv
Flore~~
1
ServiCe aualilY in Floree
1
a.
b. lncreaM of
management
BoQor, 19 Febru1ry 20t::
PIUIIIr.l NTT
Kab. Mln;;lnl Tmlr
tc.b. Mlnagarai
Klb. ~iB1ra
Sekditen '-t~g""'' DMtin1ll PlltwiiiB
Klb. Endl
tc.b. SIIdl1
Klb. FloAMilimur
Dlrelltar.t Erop1 Blrat
Blppena
·4·
ANNEX II: ACTION PLAN PROPOSED BY THE 8 REGENCIES IN FLORES
Bogor, 18 - 19 February 2010
..
1
..
.
FloresTouriam
Masterplan
(Portfolio of
destination
strategic plan)
..
- -·-- ·y
a. &NOT analysis of Florea
.
Master plan document and
strategic planning of Flores
destination 2010-2015
Planning documents
destlnallon development
b. Inter-district cooperation to
integrate planning in Florea
Implementation of district
tourism planning cooperation
c. FGD to develop masterplan of
Flores destination with
stakeholders (university, NGO.
local goYemment, community
leaders)
d. SLIY8)' to know the constraints
and the opportunities in local
and raglonal clesllnallon
managoment
e. Eatabliahment d policy and
strategy in Flores destination
development
I. Dissemination on Flores
desllnatlon development
Document of FGD results of 8
dlstrielll In supporting Flol98
destination masterplan
Survey reauH documents
Policy and lbategy document on
Flores destination development
Flores destination clevelapnent
disseminated to 8 cllstrlelll
g. Coordination on planning,
implementation and report
Coordination on planning,
implementation and report
Implemented
h. Planning coordination with the
distnct. province .,d central
ent
I. Alsessment, monitor1ng .,d
Planning coordination with the
distriCt. province and central
aovemment Implemented
Assessment, monitoring, and
evaluation implemented
evaluation
-··-
••
!'
Flores Image as a single
destination increased
The accuracy of
destination development
planning Increased
Tourism d8118lopment
planning of Flores
destination Increased
Master plan document of
Flores destinalion
Compilation of conatrainta
and opportunities analysis
in local and regional
deltt'latlon management
EJaboratlon ot policy In
Floree deetnation
dewloDment
The IIW1InW'MI and
cammitment on FlorM
destinalion clevelapnent
i'lcnased
Management performance
(POAC) on Flo,_
destlnauon development
Increased
Similar perception on
Flores tourism destination
develoament mater1allzed
The result performance of
asS888ment, monitoring
and evaluation increased
I
- 1-
..
•1:.
2
capacity
Capacity building activities
implemented
building
development
1a. Establishment and
conaolldatlon of Flores DMO:
Labuan Bafo as regional DMO
and local DMOs and
Connectina OHice In Ball
1b. Cestinaticln management in
destination development
1c. Strengthening of tourism
associations/ organisations
(Htabllahmant al tourtsm
promotion board on provincial
and district level, HPI, PHRI,
ASITA tcutsm forum)
1d. Strengthening of tourism
educaUonllnstitutB on Senior
High School and
dlpiOmalc:ollege level
1e. Workshop on Florea tourism
destination management
2
-
Community empowerment in
tourism field:
Tourtam awarenees group
(Pokdarwis)
Commmlty IMng around
tourism objects
Tourism village
Tourism eouveniral'handlcralts
- Artgroups
0
0
0
1 Regional DMO
8Loc:a1DMO
1 Connecting Office in Bali
Tourism destination
management implemented
Increase in human
resources and tourism
Product com -= ness
The performance of
Flores destination
management increased
The existence of provincial and
8 district tourism promotion
Capacity of tourism
destination developer
Increased
Service and tourism
promotion performance
boards
increased
- Education and training for
those involved In tourism
education implemented
- Scholarship for the best
students
Workshop on Flores tourism
destination management
implemented
Capacity of tourism
lnstttutes and students
increased
The inplementalton of
community empowerment in
tourism field:
- Tourism awareness grol4)
(Pokdarwls)
- Community living around
toLrlsm objects
- Tourism village
- Tourism aouveniralhandlcrafta
- Artarou~
The awarenesa and
capacity of tourism
agency officers and
leaiBiatlve Increased
Busln868 performance In
tourlam sector Improved
I
-2-
•t:.t
•
•
I
--
3a. Florea DMO supports the
marketing linkage through
multilevel promotion (Fioreata,
NTT Expo~ Jakarta and abroad)
Sb- Development of Flores
•Flores Update" newsletter and
TIC (Tourism lnfonna11on
Center) In each district
3c. lntagration of Flores destination
promotion and marketing based
on the merkel Malyais (market
lntelegent) In district. provincial
and national level
48. Field study/study visit and
training to counlries that have
Implemented DMO approach
successfully
4b. Improvement of tourism human
resource standard through the
establishment ot tourism
education center, knowhow
transfer wllh local counterwrt
5a. Development of tourism
facilities In Flores destination
Sb. Mapping of investment
potential, development of
Investment prOfile and
investment promotion for
preeminent attracliven868 in
each district
3
DiveraHicatbn of
products/destina
tion
-
.
I t •
Florea destination management
in S14Jp0111ng marketing linkage
Implemented
Tourism promotion
Increased
Flores branding, tourism website
and "Florea Update" newsletter
and TIC (Tourism Information
Center) in each district
established
The competltfveness of
Increased
Joint promotion and marketing d
Flores touri$m dettinatiOn in 8
districts lmplementecl
Number of visitors, length
of stay and active
drcula11on of money In 8
districts Increased
AvallabMity of documents on field
study/study ~sit and training to
countriea that have implemenled
DMO approach successfully
Implementation of results
of field atudy/atudy visit
and training to COWitrles
that have implemented
DMO approach
succeasfullv
Service quality improved
The availability d professionals
In touriem field
The availability of tourism
facilities In Florea destination
The availability of documenta on
lnveatment potential, Investment
profile and investment promOtiOn
for preeminent attractiveness In
each district
The attractiveness of
Flores tourism increased
Investment opportunity in
tourism Increased
Number of tourism products
Increased
The variety and the
differentiation of tour1sm
Droducts increaaect
-3-
•
development
a. Dewloprilent r:J local tourism
preeminent products
b. 1he expansion d market aoceaa
for touriam productaiMnricea
c. ToLnm product
diversification
(ecotourlam, agro tourism,
heritage, culture, maritime,
adventure, spiritual, culinary,
point of sail Indonesia and
tourism village)
4
Service quality
a. Implementation of ICT and
tourism publication
Local tourllm preemlnen
products In 8 dlstr1cts
eatabtiahed
The exls18nce of expansion of
marttet acce88 for tourism
I'WIV411
ieee in 8 diSIJ'icta
Diwrslflcatlon of tourism
attractions i'l 8 districts
increasad
The availability of diverse
preeminent products of
Flores tourlam destination
The market accpe of
tourism products
lm
The competiUveness of
Rorea toutilm destination
increased
Activities for quality
tm
ant lm_D!ementecl
The availability of ICT system
and tourism publication 1
Service quality in Florae
desUnadon lnc~ed
Tourism promotion quality
improved
...
tim~
b. Increase of hcapitality
management
Tourism service quality
lmpi'0\'8d
The competitiveness r:J
Improved
Bogor,18Fabluary2010
Plovlnsl NTT
Kab. Mai'IQOinll Tlmw
Kab. Manggala1
Kab. Mangga.n~J Bl.ra
Sllkdltjen Pengemblngln Deallnul Plulwllala
Kab. Ende
!<lib. SlcJca
l<lb. FIONII
Dlraklcnd Elopa Batat
8appenM
nnw
-4-

pengaturanproyek antara kementerian kebudayaan dan pariwisata

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