Myanmar Tourism Master Plan

Master Plan Tourism Myanmar

H.E. U Htay Aung, Minister of the Union at the Ministry of Hotel and Tourism, led the development of the. The Republic of Myanmar is enjoying unprecedented tourism growth as a result of comprehensive political and economic reforms. The destination management is necessary to achieve sustainable tourism that will contribute to employment and long-term growth in Myanmar.

The following is a list of links to various national tourism master plans, strategies and policies. Built on the strategies of the Myanmar Tourism Master Plan, Japan International Cooperation.

46271-001: Tourism Master Plan Myanmar

Achieving resultsThe anticipated result of countries' heavy responsibility for a government-approved master plan for tourism in Myanmar has been fully attained. Thorough evaluation of the tourism industry and analyses of policy questions, main barriers and needs for developmen. To disseminate information on the contents of the master plan and to encourage informed decision-making in tourism policy making at home and abroad.

All TA outcomes, which include the evaluation of the tourism industry, the Myanmar Tourism Master Plan 2013-2020 and the plan for disseminating information, have been completed. The early nomination of high-commitment MOHT equivalents made it easier for the country's leaders to manage all facets of TA implementations and contributed to maximizing the exchange of know-how between advisors and colleagues.

The TA was developed in partnership with the Ministry of Hotels and Tourism and various NGOs that make up the Myanmar Tourism Federation. In order to provide appropriate political orientation, the TA Governing Board is headed by the Minister of Hotels and Tourism and consists of members of the Facilitation Board for the Smooth Entry of International Visitors to Myanmar and Myanmar Tourism Federation.

Priority areas have been set in the main departments to improve accessibility to information and consultations with the authorities in charge of the review and execution of the Master Plan. In the course of project execution, TA will build on local experiences, learnt from past support to the tourism industry in the Greater Mekong subregion and best practices internationally to allow local and local actors to manage efficiently the development of a tourism master plan in line with local needs and obligations.

Together with partner consultancies, a dedicated research and survey teams of global and domestic professionals conduct research, interviews, surveys as well as conducting a workshop to evaluate the present and future roles of tourism in Myanmar's socioeconomic developments, as well as the overall achievements, challenges, risks as well as chances of tourism. It focussed on political, institutional and governmental questions affecting the sustainability of the industry and identifies pressures and improvement solutions:

i) tourism-related HR; ii) managing the adverse societal and ecological impact of tourism, and its impact on mitigation of global warming; iii) managing tourism at nature and culture assets; iv) developing poverty-oriented tourism goods and related value-added chain; v) promoting and promoting tourism; vi) investing by the retail industry, involving public-private partners; vii) facilitating cross-border and domestic tourism; and viii) tourism-related infrastructures.

A number of consultation processes, both nationally and sub-nationally, with over 700 participants, gave the possibility for identifying other issues and priorities for action by country actors, in particular organisations of organised crime and social exclusion. The GMS Tourism Organisations were also asked to exchange their experience and teachings in tourism programming with Myanmar during the GMS Tourism Working Group sessions.

Analyses and responses to take into account sex-specific and ethnical issues were integrated into the plan method. Consulting/Consulting ServicesAn internation company (11 man month input) and domestic consultant (3 man month input). Public Communications Policy (PCP) recognises that visibility and accountability are vital for effective delivery. The Asian Bank does not wish to make judgements on the judicial or other nature of a region or area in this paper when drawing up a programme or policy, funding a specific venture or designating or referring to a particular area or geographical area.

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