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Cover design: Herbert Navasca and Christopher Carlos, Manila, Philippines; Graphic Roots, Phnom Penh, Cambodia. Interior photo: Natasha Martin. Further permission required for reuse. 2 DEVELOPING ECOTOURISM IN CAMBODIA CAMBODIA POLICY NOTE JANUARY 2021 C A M B O D I A P O L I C Y N OT E 3 FOREWORD Over the last two decades, Cambodia has experienced remarkable growth and has lifted many Cambodians above the national poverty line. The growth has been driven largely by tourism, the garment sector, agriculture and construction, and poverty reduction has been accompanied by improved human development and significant increases in living standards. While Angkor Wat is the country’s main tourism attraction, Cambodia is also endowed with spectacular natural assets. Ecotourists value unspoiled nature, interaction with local communities, and the assurance that their presence does not harm the country’s ecosystem and livelihoods. Cambodia’s beautiful landscapes and rich cultural heritage clearly respond to the demands of international and domestic ecotourism. The growth and support of this industry would stimulate economic development, create jobs, reduce poverty, and protect the environment. Diversifying the tourism industry can also create much-needed revenues to help manage Cambodia’s extensive protected area network and increase the economic value of services provided by Cambodia’s forests in the protected areas. COVID-19 presents a big setback for the Cambodian economy and the tourism sector specifically. Owing to the onset and spread of the pandemic, the flow of international tourists has decreased significantly. For 2020, Cambodia’s tourist arrivals are likely to decrease by 80 to 90 percent, and annual tourism revenues could drop by about US$5 billion, with approximately 1 million jobs affected. Additionally, as more people become unemployed due to the fallout of COVID-19, the likelihood of turning to illegal activities to supplement incomes, such as wildlife trafficking, illegal logging, and clearing forests for agriculture, increases. The Royal Government of Cambodia (RGC) has put a strong emphasis on ecotourism development and has made it an essential element of Cambodia’s post-COVID-19 economic and social recovery strategy. This will also be an important aspect of building back better – creating a more resilient economy while preserving natural assets, which in turn can boost sustainable livelihoods and create more jobs for the Cambodian people. This policy note draws on the experiences and lessons learned of the World-Bank-supported Cambodia Sustainable Landscapes and Ecotourism project and the findings of the analytical report on Enabling Ecotourism Development in Cambodia. It provides five key sets of policy options and is providing guidance on the regulatory frameworks, institutions and partnerships, destination planning, and private sector involvement. All five areas are interrelated and complement each other, providing a holistic approach to creating an enabling envi-ronment for ecotourism in Cambodia. D E V E L O P I N G E COTO U R I S M I N C A M B O D I A Inguna Dobraja Country Manager, Cambodia East Asia and Pacific Region 4 ACKNOWLEDGEMENTS This policy note has been prepared by a World Bank Group team led by Maurice Andres Rawlins and Werner Kornexl, with contributions from Elisabeth Steinmayr. It is based on the findings of the Enabling Ecotourism Development in Cambodia Report (P174084), a World Bank advisory product developed for the RGC to support the sustainable development of ecotourism as part of a broader strategy for sustainable management of the country’s natural capital. The report and this policy note are the outputs of rich dialogue and exchange with a number of institutions and individuals in the RGC. This work is part of the technical assistance provided under the Bank’s Enhancing Environmental Sustainability and Resilience in Cambodia technical assistance Program (P168687). The work was funded by the Program on Forests (PROFOR). A World Bank team carried out this work in cooperation with Cambodia’s Ministry of Environment (MoE), Ministry of Economy and Finance (MEF), Ministry of Tourism (MoT), and Ministry of Rural Development. The World Bank team would like to thank, in particular, H.E. Sao Sopheap, Secretary of State MoE, H.E. Hem Vanndy, Secretary of State MEF, and their dedicated teams, for support in data collection and technical guidance. World Bank management, including Mariam J. Sherman, Country Director, Cambodia, Laos, Myanmar; Inguna Dobraja, Country Manager for Cambodia; Mona Sur, Practice Manager, for Environment and Natural Resources for East Asia and the Pacific; and Mark Austin, Program Leader for Sustainable Development, South East Asia, provided strategic guidance. The team thanks John Trezise, Herbert Navasca, Christopher Carlos, and Graphic Roots for editing services. The team is also grateful to Narya Ou for her support during team missions and stakeholder consultations. C A M B O D I A P O L I C Y N OT E 5 ABBREVIATIONS CBET Community-based Ecotourism DET-MoE Department of Ecotourism of Ministry of Environment EIP Ecotourism investment project ESP Ecotourism Services Program GDP Gross Domestic Product GIS Geographic information system MAFF Ministry of Agriculture, Forest and Fisheries MEF Ministry of Economy and Finance MLVT Ministry of Labour and Vocational Training MoE Ministry of Environment MoH Ministry of Health MoT Ministry of Tourism NCCMD National Committee for Coastal Management and Development NEP National Ecotourism Policy NGO Nongovernmental organization NPASMP National Protected Area Strategic Management Plan PA Protected Area PROFOR Program on Forests RGC Royal Government of Cambodia RMS Revenue Management System WEF World Economic Forum D E V E L O P I N G E COTO U R I S M I N C A M B O D I A 6 KEY MESSAGES • Key Message 1: Invest NOW in ecotourism development to: DIVERSIFY Cambodia’s tourism product with ecotourism offerings; CREATE jobs and STIMULATE rural economies; and PROTECT the forest assets that underpin ecotourism. Cambodia’s tourism industry is a key contributor to its economic growth, but the slowdown in tourism before COVID-19 points to a need to diversify Cambodia’s tourism sector. As Cambodia is endowed with rich natural assets and picturesque landscapes that tourists increasingly are visiting, there is a strong case for investing in ecotourism development to diversify Cambodia’s tourism offerings and products. These investments can help to create new jobs and value chains, and can create revenues that can be used to support protected areas. • Key Message 2: BUILD BACK BETTER after COVID-19 in the tourism sector by investing in ECOTOURISM. The impact of COVID-19 on the tourism sector – loss of revenues and jobs – makes the need for investing in ecotourism as a tourism sector diversification strategy even more urgent. Developing ecotourism can create short- and medium-term employment for persons whose jobs have been impacted by COVID-19. Use the halt in international tourism as an opportunity to develop new, high-value ecotourism products, services, and experiences in anticipation of when the international tourism market rebounds. The large number of Cambodians visiting ecotourism sites in 2020 shows the increasing demand for this market segment, indicating that there is room for improvement and expansion of products and services for the domestic market. This can not only help to increase short term revenues but also provide a bridge until the international tourism market opens up again. C A M B O D I A P O L I C Y N OT E • Key Message 3: Enable private sector investments through regulations for ecotourism; ecotourism infrastructure; protecting forest and natural assets; upskilling labor force and community ecotourism groups; and ecotourism marketing and communication. Private sector investments will be needed to complement public finance for ecotourism development in Cambodia. Strategic investments by the RGC in regulations, infrastructure, labor, and protected areas will help create an attractive environment for private sector investment. 7 INTRODUCTION For the purposes of this report ecotourism is recognized as a subset of tourism. The term is used to cover tourism activities related to nature-based tourism, such as birdwatching, Cambodia is blessed with a vast array of spectacular fishing, camping in natural areas, hiking, landscapes and pristine natural riches. This natural kayaking, ziplining, and adventure tourism in beauty, along with the country’s cultural wonders, natural areas. is what ecotourists come to Cambodia for. The opportuni-ties for supporting the expansion of the ecotourism industry to meet this demand frameworks, strategies, and guidelines to expand are immense. ecotourism. The two ministries developed a policy for ecotourism (approved in November 2018),3 which Ecotourism involves traveling to areas of pristine outlines the RGC’s plans to develop (i) large- and nature, usually protected, to appreciate the small-scale ecotourism operations; (ii) priority environment while causing minimal impact. ecotourism areas; and (iii) private sector participation Ecotourism offers multiple benefits. It: in ecotourism. • Allows visitors (domestic and international) to However, the impact of COVID-19 on the tourism enjoy sites of ecological importance industry in Cambodia has been significant. The • Promotes conservation epidemic has escalated rapidly from a health • Generates revenue for protected areas (PAs) emergency to a full economic crisis. Since the • Provides an alternative livelihood for beginning of the outbreak, several local and local residents international surveys have been conducted that • Stimulates national economic development can help us understand the impacts of COVID-19 on through income generation and job creation Cambodia’s tourism sector and guide the recovery. The RGC is exploring ecotourism as a driver to This note presents policy options to support the strengthen the management of its rich natural sustainable development of ecotourism as part of capital and boost economic prosperity.1 Globally, it a broader strategy for sustainable management of is estimated that ecotourism is increasing every year the country’s natural capital. To make ecotourism by 20 percent.2 In addition, Asia is becoming more a success, Cambodia must create an enabling affluent, and there is a strong attraction towards environment, particularly for private sector ‘green’ travel and tourism. investment. The regulatory framework must be clarified, and the processes for making Ecotourism The RGC wants to tap into this growing market Investment Projects (EIPs) streamlined. Priority by developing new experiences, attractions, and investments, such as constructing much-needed itineraries that build on natural assets. About 41 infrastructure and investing in the training and percent of Cambodia’s landscape is under the capacity building of employees, would greatly PAs system, and the MoE, as steward over PAs in strengthen Cambodia’s position. In addition, the Cambodia, has included ecotourism as a core Policy Note provides recommendations to the RGC to D E V E L O P I N G E COTO U R I S M I N C A M B O D I A strategy for financing PAs in its National PA Strategic help the recovery of the tourism sector post-COVID-19. Management Plan (NPASMP) 2017-2031. Further details on the recommendations can be found in an extensive World Bank advisory report With a captive tourism market focused on the Angkor on ecotourism development in Cambodia.4 The data temples, and a growing domestic market interested on tourism in Cambodia analyzed in this Policy Note in ecotourism experiences, the MoE and MoT are covers the period up to September 2020. now developing management policies, regulatory 1 Walter, Pierre, and Vicheth Sen. 2018 2 For more information on this statistic, please see the United Nations World Tourism Organization’s website: https://www.unwto.org/unwto-tourism-dashboard 3 For more information about the new policy for ecotourism see the Phnom Penh Post’s 2018 article: https://www.phnompenhpost.com/business/ecotourism-policy-draft-approved 8 4 Rawlins et al. 2020 CONTEXT AND MAIN CHALLENGES Developing Ecotourism is a pandemic, large numbers of domestic tourists in Cambodia visited natural sites across the country, Priority for Cambodia’s Tourism indicating the demand for this market segment but Sector and Economy also offering the operators an opportunity to further develop ecotourism products in the expectation of Cambodia’s tourism industry is a key contributor to regional and international tourists to return its economic growth, it provides a sizable contribution to Cambodia. to Cambodia’s economy, and this contribution has been on the rise for the past ten years. In 2019, Developing the ecotourism industry can create tourism accounted for 21 percent of GDP, and in 2017, jobs and provide stimulus for rural economies tourism accounted for 25 percent of Cambodia’s total and building livelihoods in rural areas (especially exports. The ecotourism sector was a notable part of important now due to the impacts of COVID-19). this and, in recent years, was showing signs of even Tourism contributed directly and indirectly to about greater growth than the rest of the tourism industry. 1.3 million jobs in 2018, and annual income from community-based ecotourism has reached as high as A recent slowdown in the growth of tourism in US$300,000 for some rural communities. Agricultural Cambodia, however, points to a need to diversify the produce, food, and transport services are supply sector. Angkor Wat has been the main attraction to chains linked to tourism and ecotourism that can Cambodia, and although the iconic temples still draw absorb more rural persons. Capacity training and crowds, statistics are showing that fewer people are upskilling and deliberate benefit-sharing mechanisms visiting every year. Visitors from key source markets will be needed. such as South Korea and Japan have also seen declining trends. This impacts the overall number Developing ecotourism can produce the revenues of visitors to Cambodia and the revenues that come needed to help manage Cambodia’s extensive PA from tourist spending. The average daily spend-ing network and protect the important economic services of tourists has declined by about 18 percent, which provided by the forests in the PAs. Healthy plants industry experts consider is due to low tourism and wildlife, and beautiful landscapes and nature in destination-and-product diversification. PAs are assets that create high value for ecotourism; they help generate about US$600 billion in annual Trends of increased visitors to ecotourism sites in revenues from ecotourism in PAs globally. Protecting Cambodia indicate that ecotourism is a product that PAs like those in the Cardamom Mountains is also could be further developed to harness its potential. protecting the assets that underpin ecotourism and The number of tourists visiting coastal areas and other important assets like watershed habitats that ecotourism sites in Cambodia is growing, doubling provide water for other key economic sectors like between 2014 and 2019, and accounting for 16 percent agriculture and industry. of all tourist visits in 2019. Despite the COVID-19 C A M B O D I A P O L I C Y N OT E 9 FIGURE 1. CAMBODIA’S TOURISM AND ECOTOURISM INDUSTRIES AT A GLANCE INCREASING INTERNATIONAL TOURIST RECEIPTS TO CAMBODIA PROVIDE DESPITE DECREASE IN AVERAGE DAILY SPEND OF TOURIST A SIGNIFICANT CONTRIBUTION TO ANNUAL GDP 125 6,000 22.0% 120 International Tourist Receipts (US$ Millions) Percentage of annual GDP from Tourism 115 5,000 20.0% 110 4,000 18.0% 105 US$ 3,000 16.0% 100 95 2,000 14.0% 90 1,000 12.0% 85 0 10.0% 80 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2013 2014 2015 2016 2017 2018 Tourism Receipts (US$ million) % of annual GDP Daily Tourist Spend (US$) INTERNATIONAL TOURIST ARRIVALS HAVE INCREASED BY ABOUT VISITOR NUMBERS TO COASTAL AREAS AND ECOTOURISM SITES 150 PERCENT BETWEEN 2013 AND 2019 HAVE BEEN INCREASING STEADILY OVER THE PAST FIVE YEARS 7,000,000 40.0 6,000,000 30.0 5,000,000 20.0 4,000,000 3,000,000 10.0 2,000,000 0.0 1,000,000 -10.0 0 2013 2014 2015 2016 2017 2018 2019 -20.0 2015 2016 2017 2018 2019 Q1 Q2 Q3 Q4 Phnom Penh &Surrounding (y.y % change) Coastal Areas & Ecotourism (y.y % change) Siem Reap Angkor (y.y % change) 60+16+177D CHINA IS AN IMPORTANT SOURCE MARKET FOR TOURISM IN DOMESTIC TOURISTS ARE ALSO AN IMPORTANT GROUP THAT CAMBODIA AND ECOTOURISM PRODUCTS WOULD NEED TO BE ENGAGES SIGNIFICANTLY IN ECOTOURISM. CUSTOM-MADE CUSTOM-MADE FOR THIS TOURIST SEGMENT PRODUCTS WOULD ALSO BE NEEDED FOR DOMESTIC TOURISTS. 100% Other countries North America D E V E L O P I N G E COTO U R I S M I N C A M B O D I A & Europe 90% Australia 890,502 80% Russia UK ASEAN 70% France 2.067,504 60% Malaysia 2018 50% Japan 40% USA Domestic 7,497,296 30% South Korea China 20% Thailand 2,024,443 Lao PDR 10% Vietnam 0% China 2013 2014 2015 2016 2017 2018 2019 Source: MoT. 2010-2019 10 COVID-19 Impact on the Industry FIGURE 2. DROP IN NUMBERS OF INTERNATIONAL TOURIST ARRIVALS TO CAMBODIA – 2019 AND 2020 is Significant 74% DECLINE IN TOURIST ARRIVALS COMPARING 2019 TO 2020 COVID-19 is an additional reason for diversifying the country’s tourism offerings. Though the country 5,000,000 has not seen a COVID-19 outbreak (only 287 recorded 4,000,000 Number of visitors cases as of October 25, 20205), due to international travel restrictions, the flow of international tourists 3,000,000 has decreased significantly because of COVID-19. 2,000,000 Compared to 2019, international arrivals had decreased by 74 percent by September 2020.6 The 1,000,000 number of flights leaving Phnom Penh airport decreased by 80 percent and Siem Reap airport by 0 98 percent from March to April 2020.7 Bars, karaoke 2019 2020 bars, and casinos were ordered to close. Hotels, January February March guesthouses, and resorts have had so few customers April May June they have had to close or are struggling to survive. Key international tourist destinations in Cambodia July August September have been empty. Cambodia is seeing tourist arrivals Source: MoT. 2019-2020 decrease by 80 to 90 percent in 2020, which results in an estimated loss in tourism revenues of about US$5 billion.8 Domestic tourism can contribute to Tourism’s sizable economic and social footprint makes tourism revenues even during COVID-19. Still, for the sector vulnerable but also puts it in a unique this to happen, the quality of ecotourism products position to contribute to wider COVID-19 recovery and services at natural sites and community-based plans and actions. The United Nations World Trade ecotourism (CBET) initiatives needs to be enhanced to Organization is advocating that tourism be part of increase domestic tourism spending. countries’ COVID-19 recovery plans. Investments in ecotourism are a green stimulus9 that can create jobs The impact of COVID-19 on PAs will also be significant. im-mediately, such as infrastructure works (hiking and As more people become unemployed due to the walking trails) for ecotourism, and stimulate economic fallout of COVID-19, they are more likely to turn to activity. Marketing Cambodia as a place to visit with the illegal wildlife trade and to change land usage unique biodiversity and nature-based experiences to supplement incomes. Already there is a rise in and remoteness will attract more tourists in a post- incidences of illegal wildlife poaching in Cambodian COVID-19 world whose desires are ‘getting closer PAs where tourism has declined. to nature, solo experiences and safety.’ Ecotourism destination planning will help ensure a more Making ecotourism development a part of sustainable management of Cambodia’s important Cambodia’s post-COVID-19 recovery strategy is biodiversity asset and improve the quality of important for BUILDING BACK BETTER in the tourism ecotourism products and services that can command sector. As a cross-cutting economic activity, tourism higher prices and enhance competitiveness. can lead a wider economic and social recovery. C A M B O D I A P O L I C Y N OT E 5 World Health Organization; https://www.who.int/docs/default-source/wpro---documents/countries/cambodia/covid-19/covid-19-joint-who- moh-sitrep-17.pdf?sfvrsn=a8446d40_2 6 The arrivals since April are not to be considered as tourists, as no tourist visas were issued in order to contain the coronavirus. 7 Garcia. Andres. 2020 [unpublished]. 8 The Phnom Penh Post. https://www.phnompenhpost.com/national/tourism-revenue-drops-5b 9 Policies and measures to stimulate short-run economic activity, create conditions for long-term expansion of potential output, and enhance environmental outcomes both in the near- and longer-term. 11 Relatively Weak Enabling Cambodia’s tourism competitiveness is lower than its regional neighbors, due in part to its relatively weak Environment for Ecotourism business environment. The World Economic Forum’s (WEF’s) Travel and Tourism Competitiveness Index The National Ecotourism Policy (NEP) sets out the for 2018 ranked Cambodia 98th out of 140 countries, Government’s strategy to develop the ecotourism stating that Cambodia scored worse on indicators sector but does not provide comprehensive guidance relating to ease of doing business.10 Cambodia for ecotourism. The NEP focuses on three key areas: had low scores for ‘time to deal with construction 1. Large- and small-scale ecotourism operations; permits,’ ‘time to start a business,’ ‘cost of starting 2. Priority ecotourism sites; and 3. Private sector a business,’ and ‘efficiency of the legal framework in participation in ecotourism. However, there is no settling disputes.’ For example, it takes, on average, specific policy in place for developing ecotourism in 99 days to start a business in Cambodia. By contrast, PAs. In addition, overlap and inconsistency among it only takes 4.5 days in Thailand and 0.5 days in New the three key and relevant laws (PA Law, Land Law, Zealand. These indicators are similar to the World Concessions Law) are inefficient and cumbersome for Bank’s Doing Business Report ranking. This report potential investors and likely to act as a deterrent; see put Cambodia 144th out of 190 countries in 2020.11 Box 1 for more details. Most importantly, the current Cambodia lags behind its neighbors on benchmarks policies do not create incentives for private sector for competitiveness, including on health and hygiene, investments in ecotourism. The process for developing as can be seen in Figure 3. Tourism private sector tourism products within PAs is unclear to most of the operators have noted that it is difficult, time- private sector. consuming, and expensive for private companies to start a business. Issues noted by the private sector include incomplete legal frameworks and uneven enforcement of land claims and regulations. Box 1: Overlaps and Conflicts between Laws Projected Areas Law PAs Under the Protected Areas Law zoning only allows for recreational use in certain types of and within certain zones. This limits the opportunities for public enjoyment and ecotourism activities. Law on Concessions The Law on Concessions does not contain clear provisions for non-infrastructure-based EIP contracts, which is a key component for EIPs. There are many ecotourism activities that require minimal investments in infrastructure, such as hiking, bird watching or wildlife viewing. The law currently lacks clarity in this area. D E V E L O P I N G E COTO U R I S M I N C A M B O D I A The Land Law The Land Law appears to conflict with both the Protected Areas Law and the Law on Concessions, as the social and economic EIPs as defined in the law do not fit the ecotourism model. This lack of consistency between these three important regulations creates confusion and conflict. 10 WEF. 2018 11 World Bank. 2020 12 FIGURE 3. CAMBODIA SCORES LOWER ON SEVERAL TOURISM COMPETITIVENESS INDICATORS COMPARED TO ITS REGIONAL NEIGHBORS Tourist Service Infrastructure Ground and Port Infrastructure Air Transport Infrastructure Health and Hygiene 0 1 2 3 4 5 6 Philippines Malaysia Vietnam Thailand Lao PDR Cambodia Source: WEF. 2019 Note: Scores range from 1 to 7, where 1 = worst and 7 = best Inadequate leadership and stakeholder coordination Multiple government departments have a role to play are holding up ecotourism development. Ecotourism in the management of ecotourism. These include development in Cambodia is primarily led by donor the MoT, the MoE, the Ministry of Agriculture, Forest agencies, civil society, and the private sector. This can and Fisheries (MAFF), and the National Committee create distance between government agencies and for Coastal Management and Development (NCCMD). local communities, making monitoring and regulatory Unfortunately, these stakeholders are not well- enforcement difficult. Reliance on external support coordinated, and this can result in them obstructing and funding can also lead to ecotourism projects rather than facilitating the development of being abandoned or converted into mass tourism ecotourism. Private ecotourism enterprises may also sites when funding ends. have limited interaction with relevant authorities, and this gets in the way of proper monitoring and There has also been a history of failed tourism management of PAs. development projects in Cambodia. Many projects have been unsuccessful due to lack of market Inadequate Planning understanding, lack of connections with the private sector, and lack of coordination and collaboration and Management of between nongovernmental organizations (NGOs) Ecotourism Activities that set up projects and relevant stakeholders. This has left local communities suspicious of new Planning for ecotourism-related infrastructure C A M B O D I A P O L I C Y N OT E incoming tourism projects and wary of their promises. development must be done with care and Communities may also be suspicious of new tourism consideration for the environment, especially in projects if they have already experienced previously ecologically sensitive zones within PAs. Although unsuccessful initiatives. an absence of infrastructure such as roads, hotels, 13 and restaurants can deter visitors, the construction for PAs. However, there is a problem with how of resorts, parking lots and other amenities can also these plans and regulations are implemented and pose risks to the ecology and landscape that gives enforced. Limited resources for management, limited the PA its value. Planning must consider the need for capacity of staff, and inadequate numbers of staff adequate connectivity and access, while preserving assigned to oversee PAs are key challenges that the PA. Insufficient transport infrastructure and weak affect PA management in Cambodia. These limit the services hinder sustainable tourism development. ability of the MoE to properly monitor PAs and may Many secondary destinations are unable to result in ecotourism operators failing to fulfill the attract private investment in quality tourist requirements of their EIPs. service infrastructure. The capacity of PA staff to engage in proper planning, Lack of market research is a major challenge. Without monitoring, and reporting of law enforcement in solid research data, it is impossible to make informed PAs is inadequate, and staff often lack the tools decisions or design effective products or marketing and equipment for PA Law enforcement. Without campaigns. Data are absent in many aspects of enforcement of regulations designed to conserve and the tourism industry in Cambodia. Revenue from protect, sites can easily be overwhelmed with visitors, ecotourism is not yet properly collected or recorded. causing degradation and reducing the quality of their Therefore, it is difficult to accurately determine the experience. There is also an opportunity to increase number of visitors to private ecotourism sites and revenue collection at entrances of many cultural and associated revenue. In addition, the length of stay natural assets in Cambodia. These funds can then be has always been an issue, as tourists stay only for a used to protect the assets. short period in Cambodia, mostly to visit the temples of Angkor Wat. For at least the last two decades, there The authority of the MoE to enforce regulations with has been an effort to get tourists to ‘Stay Another Day’ respect to ecotourism development in PAs remains in Cambodia. limited. The Ministry is understaffed, with limited financial and technical capacities to adequately Inadequate marketing and branding of tourism sites fulfill this role. Strengthening this area would is another challenge. While Angkor Wat is well known, be advantageous. other sites in Cambodia, and especially ecotourism sites, are not. In fact, Cambodia’s destination Low Quality of Ecotourism marketing is weaker than its regional competitors.12 According to tourism industry experts, this is due Offerings and Services to a lack of funding, poor coordination between One of the biggest causes of visitor dissatisfaction public and private sectors, and unclear mapping of and negative environmental impacts is the low quality responsibilities between various ministries. Good and inappropriate design of products and services destination marketing attracts high-value tourists, in many ecotourism sites. For example, sites may ensures tourists come from a variety of source lack knowledgeable and competent guides able to markets, and can increase dispersal to combat communicate with visitors effectively. over-tourism. D E V E L O P I N G E COTO U R I S M I N C A M B O D I A Safety is also a critical consideration. This is Inadequate Protection of particularly true when ecotourism services include Ecotourism Assets activi-ties similar to adventure tourism. Overall there has been insufficient development of a diverse set of Nature, culture, and adventure resources are the ecotourism products in Cambodia. reasons tourists visit Cambodia. It is critical to protect the assets that tourism trades on to ensure that tourism is a healthy industry for decades to come. There are solid management plans in place 12 WEF. 2019 14 POLICY OPTIONS To improve the ecotourism investment environment build partnerships; (ii) strengthening institutional and make it more competitive, it is important to arrangements and capacity building for stakeholders; address the multiple challenges that constrain the (iii) ecotourism destination planning, management, development of the ecotourism sector in Cambodia. and marketing; and (iv) enabling the private sector. This note suggests actions that the RGC could take Specific and immediate action is needed to respond in the short and medium term, organized into four now to the COVID-19 pandemic, and a first set of policy key policy areas (see Table 1 below): (i) Establishing recommendations is provided in Box 2: Respond Now and enforcing regulations and ordinances that to the COVID-19 Pandemic. Box 2: Respond Now to the COVID-19 Pandemic The ecotourism industry in Cambodia is facing a significant challenge and is struggling to survive. It has virtually no international visitors. It is losing much of its institutional memory through staff losses. Confidence in the industry is weak and investment opportunities are limited. In addition, the status is changing by the day, leaving the industry floundering in the unknown. It is possible to turn this around and ensure that measures are put into place that would help protect the industry and set it on a road to recovery. Some of these measures overlap with strategic actions that would have been necessary regardless of COVID-19. Four urgent actions need to be implemented in the short term within the next six months, to rescue the ecotourism industry and set it towards a sustainable and successful future: Immediate Action 1: Develop and implement a specific communication strategy for tourism response during the crisis period • MoT and MoE to collaborate on leading and developing a unified communication strategy. • Details to include crises protocols in case of sudden lockdowns for stranded tourists, and clear information on travel bans, and to ensure government departments, PA officials, hotel staff and tourists are all aware of the current status. • All updates to be communicated immediately. Immediate Action 2: Implement clear rules around social distancing and group size C A M B O D I A P O L I C Y N OT E • MoE, MoT and Ministry of Health (MoH) to collaborate on creating the rules around social distancing and group sizes. • Cap the number of people at heritage sites and waterfalls to maintain appropriate social distance requirements. • Regularly sanitize local travel infrastructure such as cars, buses and boats. • Limit or prohibit food buffets. 15 Immediate Action 3: Prioritize the development of nature-based, ecotourism, or adventure-related destinations • In particular, promote the development of wellness, spirituality, meditation and other products. They will be in greater demand after the crisis and people will be seeking more meaning in their lives. • Promote travel to ecotourism sites by domestic tourists also outside of national holidays and develop tourism products and services for Cambodia’s growing middle class. • This recommendation aligns with other recommendations to MoE to invest in the branding of ecotourism in Cambodia. Immediate Action 4: Support the implementation of appropriate hygiene and sanitation protocols for tour operators and guides • MoE, MoT, and MoH to collaborate on the creation of these measures. • Include frequent disinfecting of equipment and temperature checks. • Include standards for basic packages of health equipment, such as masks, thermometers, hand sanitizers. • Create handwashing stations around heritage or popular tourism sites. Strengthen Transforming the Prakas into a step-by-step guide would support the private sector in navigating the Regulatory Frameworks various government processes. This guide would be designed to facilitate the development of To strengthen the policy and regulatory framework infrastructure and help the EIP investor meet the for ecotourism, two types of legal in-struments deadlines and goals laid out in the EIP contract. These are needed. A Royal Decree on EIPs in PAs would guidelines should be made available in Khmer and supplement the PAs Law by expanding on the broad in English. principles and high-level requirements for how EIPs in PAs should be developed. It would benefit Operationalizing the National Ecotourism Policy the development of EIPs for ecotourism and would (NEP) will help to ensure alignment between the also benefit non-timber forest-product value chains proposed Prakas and the NEP. While the current along with other types of natural-resource-related policy focuses mainly on the development of resorts, enterprises. Further, a Ministerial Prakas on EIPs opportunities for community-based ecotourism, is needed to provide clear operational guidelines. including homestays, guiding, demonstrations, and This Prakas should be developed jointly by MoE tours, should be explored and included in the policy and MoT within the next six months, and should as a simple way to promote the involvement of local describe the processes for planning commercial communities. The roles and responsibilities of the ecotourism services, developing information leaflets Minister of the Environment, the Minister of Tourism, D E V E L O P I N G E COTO U R I S M I N C A M B O D I A and brochures, soliciting and evaluating proposals, and the managers of PAs within this policy need to and awarding new ecotourism EIP contracts. Existing be clarified and the opportunities for cooperation contracts will likely need to be revised to include highlighted. It is recommended that this happens in operating standards, facilities management, EIP the next six months. investment management, and financial management. A Revenue Management System (RMS) needs to be The Prakas also needs to provide clarification on the established to improve the management of revenues best models for ecotourism, including guidance on associated with ecotourism. These revenues come each model. See Annex 1 for descriptions of the five from EIP fees, entry fees for PAs, parking fees, and proposed models. 16 other visitor services. A portion of the revenues from market, and limited coordination. The arrangements ecotourism should be reinvested in PAs to support the for partnerships should be included in the overall management of PAs and the publicly owned proposed Prakas. ecotourism infrastructure there. Without revenue retention for reinvestment in a PA, PA managers have Capacity building aimed at building specific no incentive to develop income streams such as ecotourism management skills for relevant EIPs. Therefore, a well-managed RMS that promotes stakeholders will support the effectiveness of these transparency and accountability in the collection and partnerships. In addition, training to promote the management of fees and helps to maximize revenue entrepreneurial and creative skills of local people from ecotourism is needed. This RMS should be and PA authorities will assist them in meeting the established within the next one-and-a-half to two diversifying needs of the ecotourism sector. years and build on existing legislation that guides how tourism fees should be used.13 The guidelines for the The capacity of MoE and provincial staff to properly revenue management system will be included in the manage ecotourism also needs to be developed with new Prakas and will stipulate how a PA may spend targeted training. A key recommended first step is to revenue from EIP fees. conduct a capacity assessment of DET-MoT. It will be necessary for MoE to work with the Ministry of Labour It is recommended that the Department of Ecotourism and Vocational Training (MLVT) in the design and of the Ministry of Environment (DET-MoE) manage the implementation of the institutional capacity building. RMS in close collaboration with the MEF, MoT, and PA Authorities. Developing and implementing an Ecotourism Services Program (ESP) and strengthening the DET-MoE as a service provider in the mid to long term will help to Strengthen Institutions make the EIP investing process easier and seamless and Partnerships for investors in procedures such as applying for permits. The main objective of the ESP would be to Encouraging strong partnerships and collaboration deliver services required by the private sector for between communities, civil society, private developing ecotourism operations in PAs in Cambodia. ecotourism enterprises, and the MoE and MoT is The ESP will be designed to make available under key. Strong partnerships positively contribute to one roof EIP services that are effective, efficient, ecotourism and CBET initiatives and achieve their transparent, accountable, timely, reliable, and social and environmental objectives. Cooperation inexpensive. By bringing ecotourism services together between communities, civil society, private ecotourism under a single office, bureaucracy will be reduced and enterprises (see Box 3) as well as authorities in the there will be fewer delays in the process of permits PA and ecotourism sector needs to be encouraged and the approval process required at the various starting immediately. This would reduce conflict government levels. It will also reduce the information and increase collaboration between them. It would barriers that the private sector faces when developing also encourage the sharing of knowledge and build ecotourism, standardize fees, promote transparency political will. Effective partnerships are also critical to for accessing permits and licenses associated with the management of PAs, as they will help to overcome ecotourism, and strengthen the management by the challenges facing ecotourism in Cambodia’s PAs, MoE for ecotourism development in Cambodia. Annex including issues of overuse and over-exploitation, 2 provides more information on the proposed ESP. low-quality products and services, lack of access to C A M B O D I A P O L I C Y N OT E 13 MEF and MoT Joint Prakas No. 998 SHV.PrK dated December 29, 2012 on ‘Provision of Rewards’ provides guidance on how tourism revenues are to be used by the central and provincial governments. This Prakas does not provide details about undertaking tourism in PAs, and accordingly how tourism revenues should be used for PA management. This underscores the need for an RMS that will provide guidance on the use of ecotourism fees for PA management. 17 Box 3. Types of Private-Community Partnerships Models of partnerships between private enterprises and local communities can include: • A private lodge or resort is built in a community-based ecotourism (CBET) site but is operated privately. The private operator agrees to voluntarily share a mutually agreed upon portion of their revenue with the CBET community. • A lodge or resort is run as a joint venture and partnership between a private investor and the local community. The private investor builds and operates the lodge or resort. However, the contractual relationship is with the CBET community, which makes a recognized contribution to the enterprise in return for a share of the financial and other benefits. There is often a marketing partnership between a tour operator and CBET operator. Tour operators are considered essential because of their market expertise and experience. They act as facilitators, marketing intermediaries, and product development advisors for CBET development. The poor marketing capability of local entrepreneurs, made worse by the remoteness and limited resources of the entrepreneurship, challenges the CBET to market their business independently. Strengthen Ecotourism The MoE will have ultimate responsibility for how ecotourism is developed and managed in the PAs. Destination Planning, The process of the destination planning and revenue Management, and Marketing management described earlier will help MoE put in place the measures needed to effectively manage Planning ecotourism destinations is a necessary first the ecotourism destinations. The new regulations for step for organizing ecotourism development and ecotourism also recommended earlier will help to improving the quality of services that are provided for clarify many of the destination management details. ecotourism in PAs. In addition, developing the skills and capacity of MoE staff will enhance their ability to effectively manage Investing in ecotourism destination planning destinations. Capacity and skill-building activities and development would lay the groundwork for should be carried out in the short and medium successful management and marketing. The first term. There are a few destination management steps would be to identify three or four ecotourism companies already operating in Cambodia, and some destinations to develop in collaboration with tourism of the destination management functions could private sector players, to decide on a development be outsourced to one of these private companies. vision for selected destinations, and to develop However, the overall responsibility of the destination implementation plans for investments to achieve should remain with MoE. Nonetheless, working closely D E V E L O P I N G E COTO U R I S M I N C A M B O D I A these visions. It is important to then determine with the private sector on destination management is the profile of foreign and domestic tourists for crucial. MoE should consider having a private-sector these priority destinations and the key markets liaison in MoE who can provide dedicated time to for future growth. These steps will help to identify managing relationships with the private sector. infrastructures needed for these destinations and gaps where private sector investment would be instrumental and should be taken immediately and continued in the medium term. 18 Box 4: Sowing the Seeds of Ecotourism in the Cardamom Mountains The Cardamom Mountains are one of the last great wilderness regions of mainland Southeast Asia, blanketing much of Southwest Cambodia in rainforest. They stretch across five provinces, and encompass the largest PA in Cambodia, collectively known as the Cardamom Rainforest Landscape. An impressive 62 percent of the Cardamom Mountains is designated as PAs, with around 70 percent remaining forest cover, making it the largest area of virgin forest remaining in Cambodia. An area of outstanding natural beauty and astonishing biodiversity, it offers significant potential for activity-based ecotourism, including wildlife watching, jungle trekking, mountain biking, dirt biking, kayaking, boat trips and more. With coordinated support and further investment, it is also possible to envisage treehouses, canopy walkways, ziplines, via ferrata and other nature-based activities. These activities are popular in the neighboring countries of Thailand and Laos. Ecotourism investment in the Cardamoms will enable Cambodia to compete more effectively. The Cardamom Mountains region is already attracting a small but growing number of adventurous international travelers and an increasing number of Cambodian domestic tourists wanting to experience something different from the usual homeland jaunt or coastal escape. To date, the development has been organic and driven by conservation NGOs, community development, and some private-sector investment. However, there has not yet been a coordinated attempt to brand and market the region as the eco-tourism hotspot in Cambodia. Once the message is effectively communicated that the Cardamom Mountains are open for ecotourism business and the region is effectively promoted to a national and international audience, the number of visitors will grow exponentially, boosting local incomes, tourism revenues, and PA budgets. Developing a vision and brand for ecotourism in Enabling the Private Sector the Cardamom Mountains within the next two years is critical as it helps to define the scope of what For the sustainable development of ecotourism to the destination can offer and build brand promise. happen, it is critical that the private sector be able Having a brand promise of high-quality ecotourism to grow tourism and invest in the sector. The private destinations and services in Cambodia will allow sector is the most crucial partner a government has to travelers to build certain expectations for ecotourism develop tourism. Its role in tourism is to develop and that can be leveraged with good marketing. The operate tourism facilities and services for tourists. The tourism brand for Cambodia now is Angkor Wat. It is following actions are recommended to be taken within what the country is known for. Developing ecotourism the next two years: as a key subsector will require developing a different but also complementary brand to Angkor Wat. Building the professional capacity of communities as ecotourism service providers is important. A Internationally, examples of successful branding that major barrier to developing products and services C A M B O D I A P O L I C Y N OT E promote high-quality but low-intensive experiences within CBET areas is the lack of preparedness of the already exist. A good example is the Kruger National host communities. It is common for communities to Park in South Africa, http://www.krugerpark.co.za/. lack understanding and knowledge about potential 19 partnership models. It is also common for them to Investments for ecotourism development should fear these partnerships, thinking they will lose rights be identified during destination planning, but there or lands to incoming investors. Communities need to are no-regret investments that could already be be better informed, equipping them to make improved considered for ecotourism development. Investments decisions. In turn, private-sector confidence will are recommended to be designed in a way that increase if they know communities have been briefed. promotes environmental outcomes and inclusivity. Staff capacity, a lack of training, and retaining staff Infrastructure should be designed to promote is a challenge for private-sector operators. However, energy and water efficiency, and where possible developing the professional skills of people in local green construction materials used. Management communities to provide ecotourism services solves of infrastructure, operation, and maintenance these issues and expands job opportunities at the procedures and budget should also be thought same time. through prior to developing infrastructure. Community management of infrastructure, such as washrooms, Communities’ capacity should also be built to engage could be considered as a means of building local in and provide investments for ecotourism-related ownership and equity. Priority investments are value chains (agriculture/ food and beverage for included in Annex 3. private ecotourism operations, souvenirs, and high- value premium non-timber forest products, local Lastly, organizing an ecotourism industry forum transportation, and gardening/ landscape services.) allows the RGC to showcase investment opportunities These value chains should be identified as part of available in PAs and for the private sector to advise the destination management planning, and specific government officials regarding investment needs. The investment plans for them should be developed, RGC can also share information related to the laws, identifying needed goods and infrastructure. regulations, guidelines, and procedures governing Assessing and building capacities of communities those opportunities. A regular forum to collect should focus on engaging in the complementary value feedback from the private sector will ensure concerns chains and livelihoods and also ways for entering are heard and addressed. into partnerships with the private sector. Guidelines for community-private-sector partnerships, including contract templates, and benefit-sharing arrangements, will enable successful partnerships. D E V E L O P I N G E COTO U R I S M I N C A M B O D I A 20 TABLE 1. POLICY OPTIONS TO IMPROVE THE ENABLING ENVIRONMENT FOR ECOTOURISM IN CAMBODIA Objectives Short-term options (within 6 months) Medium-term options (1.5-2 years) Mitigate the • Develop and implement a specific impacts of communication strategy for tourism COVID-19 on response during the crisis period. the ecotourism industry • Implement clear rules around social distancing and group size. • Prioritize the development of nature- based, ecotourism, or adventure-related destinations. (continued in the medium term) • Support the implementation of appropriate hygiene and sanitation protocols for tour operators and guides. (continued in the medium term) Strengthen • Implement strategic actions for • Establish an RMS to improve regulatory operationalizing the NEP. management of ecotourism revenues. frameworks • Develop new policies to address ecotourism regulatory challenges. Strengthen • Strengthen partnerships and build capacity • Strengthen facilitating and coordinating institutions and of MoE staff for more effective oversight role of the DET-MoE for Ecotourism partnerships and management of ecotourism in PAs. Services (continued in the medium term) Strengthen • Invest in ecotourism destination planning destination and development. (continued in the medium • Develop a vision and brand for planning, term) ecotourism in the Cardamom Mountains management and with three or four ecotourism destinations marketing • Build capacity of MoE for ecotourism prioritized for development. destination development and management. (continued in the medium term) Enable and • Build professional capacity of support the private communities as ecotourism service sector providers. • Build capacity of communities to engage in and provide investments for ecotourism- related values chains. • Invest in priority infrastructure for ecotourism development. • Organize an ecotourism industry forum in 2022 to ensure information sharing and feedback. C A M B O D I A P O L I C Y N OT E 21 REFERENCES Bunthoeurn, Orm. 2020. Tourism revenue drops by $5B. Phnom Penh. The Phnom Penh Post. September 3, 2020. https://www.phnompenhpost.com/national/tourism-revenue-drops-5b Garcia, Andres. 2020 [unpublished]. Assessing the Impact of COVID-19 in South East Asia through free Big Data. MoT (Ministry of Tourism). 2007-2020. Cambodia Tourism Statistics 2007-2020. Cambodia, Phnom Penh: Roy-al Government of Cambodia. https://www.tourismcambodia.com/tourist-information/tourist-statistic.htm. [The website currently only has the documents showing statistics from 2007 to 2018. 2019 and 2020 will be uploaded.] Rawlins, Maurice, Werner Kornexl, Sumit Baral, Neth Baromey, Natasha Martin, and Nick Ray. 2020. Enabling Ecotourism Development in Cambodia. Washington, DC: World Bank. http://hdl.handle.net/10986/34321 Walter, Pierre, and Vicheth Sen. 2018. A geography of ecotourism in Cambodia: regions, patterns, and potentials. Asia Pacific Journal of Tourism Research, 23(3): 297-311. WEF (World Economic Forum). 2018. The Global Competitiveness Report 2017-2018. Geneva: World Economic Forum. http://www3.weforum.org/docs/GCR2017-2018/05FullReport/TheGlobalCompetitivenessReport2017%E2%80%932018. pdf WEF (World Economic Forum). 2019. The Travel and Tourism Competitiveness Report 2019 – Travel and Tourism at a Tipping Point. Geneva: World Economic Forum. http://www3.weforum.org/docs/WEF_TTCR_2019.pdf. World Bank. 2020. Doing Business 2020: Comparing Business Regulation in 190 Economies. Washington, DC: World Bank. https://openknowledge.worldbank.org/handle/10986/32436 World Health Organization. 2020. Cambodia Coronavirus Disease 2019 (COVID-19) Situation Report #17, 26 October 2020. https://www.who.int/docs/default-source/wpro---documents/countries/cambodia/covid-19/covid-19-joint- who-moh-sitrep-17.pdf?sfvrsn=a8446d40_2 D E V E L O P I N G E COTO U R I S M I N C A M B O D I A 22 ANNEX 1. PROPOSED MODELS FOR ECOTOURISM DEVELOPMENT IN CAMBODIA’S PAS Community Enterprise • This model puts the local community at the center of the initiative through ownership and involvement in the venture’s operation and management. • The community is the main beneficiary of the initiative. Examples of community enterprise are prevalent in Cambodia, frequently as a legacy after facilitating agents withdraw from ecotourism ventures set up by NGOs. Private Enterprise • Private ownership of lodges, luxury tented camps or resorts in PAs is also a common model for ecotourism in Cambodia, which is usually established through an Ecotourism Investment Project (EIP) system. • This model offers several forms of compensation to the Government, such as environmental fund, social development fund, reversion clauses upon the buildings or improvements made or the payment of a fee. Community-Private • Private sector partners can provide capital, business, and marketing skills Partnership and a client base to complement community assets, including land, labor, and local knowledge. Clear contractual arrangements and taking time to develop a shared understanding of the type and level of service expected will help to ensure the relationship is satisfactory for both parties. Community-Conservation • This arrangement aims to link biodiversity conservation in PAs with the wellbeing of Partnership the community who are dependent on the PA’s resources. These partnerships can be based on different forms of co-management and benefit-sharing mechanisms. • In practice, community and conservation partnerships often lack communication, collaboration, and coordination, which can easily lead to a conflict of interest and mismanagement of land and natural resources within boundaries of PAs. A rigorous and practical model for future partnerships to follow is needed urgently. Private-Conservation • This is a public-private partnership model. The public sector manages the PAs Partnership under the jurisdiction of the MoE. Private sector actors operate tourism initiatives, including ecotourism enterprises or private investors in EIPs. • The partnership framework for this model must balance public interest, conservation, and the protection of local interest and market interest. C A M B O D I A P O L I C Y N OT E 23 ANNEX 2. ECOTOURISM SERVICES PROGRAM IN CAMBODIA Ecotourism Services Program The role, services and management of the ESP. 1. Provide information on ecotourism development in PAs including: • The geographic areas prioritized for ecotourism development. • Processes and fees for securing EIPs. • Processes and fees for permits and licenses. • Incentives provided by the Government for potential investors into EIPs. • Environmental and other requirements. • Communities where there is strong potential for partnerships. 2. Support investors on the overall process of setting up EIPs This includes obtaining the required permits, especially where other Ministries are involved in granting permits. Potential investors will provide the required information to the ESP, which will facilitate the liaising with other ministries. Reducing the overall time for accessing permits will be a key feature of the ESP. 3. Management of EIPs The ESP will oversee the management of EIPs, including ensuring that these are being implemented according to their agreed terms of reference. They will also ensure that EIPs that are operating in violation of the terms of their permits are appropriately dealt with. Cancellation of EIPs should be a last resort. It is also suggested that the first iteration of the ESP be managed centrally by MoE. However, after that the ESP should be managed by the Department of Ecotourism (DET-MoE). Eventually, there need to be ESPs sitting at provincial level too. To support this decentralization, capacity development and training will need to be provided to DET-MoE staff to manage the ESPs and the provincial staff on the ESPs. 4. Government department collaboration ESPs will require the DET-MoE to participate closely with other Ministries that provide services relevant to setting up ecotourism enterprises. These include the: • Ministry of Interior D E V E L O P I N G E COTO U R I S M I N C A M B O D I A • Ministry of Tourism • Ministry of Rural Development • Ministry of Land Management, Urban Planning, and Construction. DET-MoE will also need to work closely with local government offices. It is recommended that memorandums of understanding (MoUs) be established with these Ministries and local government offices in order to ensure a commitment to service provision. 24 ANNEX 3. PRIORITY INVESTMENTS Priority Investment in Hard Infrastructure Urgent Suitable access roads and boat docks Existing access roads are poorly maintained and may be inaccessible in the rainy season or force the use of off-road vehicles damaging to the natural environment. To minimize risks to visitors and nature, roads and boat docks should be built and maintained. Visitor or information centers Visitor or information centers educate, and motivate to participate in conservation, as well as to enjoy the planned activities. Information will help visitors to safely enjoy the site and will be specific to each location. Interpretive paths, signage and circuits Paths are very important to facilitate movement within an area, while protecting natural resources and providing the ecotourist with an educational and exciting experience. Pay-toll facilities at the entrance Where visitor numbers allow, facilities should be constructed to collect pay-per-use fees as well as monitoring visitor numbers. Solid-waste management facilities Solid-waste management should be based on the principles of reducing waste production, reusing where feasible, and recycling as much as possible. This will require capacity-building training for staff and local communities as well as the construction of appropriate facilities. Clean water supply facilities Construction of basic water infrastructure such as wells, tub/pump wells, water storage tanks with filters, etc. for local communities and for visitors is essential. Nature-based lodging and toilet facilities Options for accommodation should be considered to offer a range of appropriate choices. These may include on- and off-site lodgings, homestay or eco- lodge. Accommodation must provide appropriate sanitary facilities and minimize impact on the natural environment. Moderate Construction of sewerage system At least a small-scale sewerage system should be built to accommodate wastewater discharge from both local households and tourist facilities (i.e. restaurant or campsite) to avoid pollution of surface and underground water. Energy-efficiency facilities and systems Energy options such as solar and biofuel should be adopted where possible. Artificial lighting should be minimized to avoid disturbing wildlife. Needed Site specific: e.g. parking, wildlife Amenities for enhancing ecotourism activities and viewing experiences, conservation and facilities that prevent C A M B O D I A P O L I C Y N OT E risks to both human and natural areas can be considered. This may include education and recreation facilities. 25 Priority Investments in Non-Infrastructure Urgent Improve management frameworks for Of utmost importance is the development of sustainable PA management management framworks that provide guidance for sustainable ecotourism develop-ment initiatives. They include, but are not limited to: • PA land registration, boundary demarcation and zoning • Management plan (strategic and action plans included) • Necessary guidelines • Monitoring and evaluation tools • Ecotourism handbook for PAs. Moderate Capacity building for relevant Capacity may include: stakeholders (MoE officers and PA management, rangers, ecotourism • PA and CPA management investors in EIPs, community-based • relevant legal, policy and regulatory frameworks initiative facilitating NGOs, management • hospitality skills trainings commit-tees, communities • ecotourism entrepreneurship • environmental management • green standardization and eco-certification • language and communication skills. Needed PA ecotourism knowledge management The sector would benefit from the establishment of an platform accessible knowledge management platform to enable policymakers, practitioners, researchers, private sector, civil society and communities, to access and retrieve obligatory and applicable rules, regulations, and guidelines. This could include a website to serve as the ‘go-to’ resource for all things related to sustainable and socially responsible ecotourism globally, regionally or in Cambodia. 1. Urgent: Facilities or regulations that are critical to ensuring a positive experience in the PA with minimal or no risk to visitors or the natural environment. 2. Moderate: Investments that are essential facilities that contribute to minimize risk to humans and the natural environment. 3. Necessary: Site specific needs or investments already partially in place as a legacy of previous tourism activities. D E V E L O P I N G E COTO U R I S M I N C A M B O D I A 26 Cambodia Country Office Exchange Square Building Floor 10th IBRD and 11th IFC Streets 51-61 and Streets 102 -106 Sangkat Wat Phnom, Khan Daun Penh Phnom Penh, Cambodia Website: www.worldbank.org/cambodia