DESTINATION HAA:

TOURISM ACTION PLAN

(2018-2023)

DZONGKHAG ADMINISTRATION, HAA

Destination Haa: Tourism
Action Plan (2018-2023)

Dzongkhag Administration, Haa

May 2018
Table of Contents
Foreword v
Acknowledgements vii
Summary viii

Part 1: The context 1

1.1 Background to Tourism Development in Bhutan 1
1.1.1 Tourism Development Approach 1
1.1.2 Bhutan's Attractions 3
1.1.3 Bhutan’s Tourism Market 3

1.2 Introduction – Haa 6

1.3 Status of Tourism Development in Haa 8
1.3.1 Haa's Attractions 10
1.3.2 SWOT analysis of Tourism Development in Haa 13
1.3.3 Challenges 14

Part 2: Framing Sustainable Tourism 16

2.1 Understanding Sustainable Tourism 16
2.2 Sustainable Tourism and its Sustainability Dimensions 17

Part 3: The Action Plan 20

3.1 Vision of Haa: Towards Sustainable
Tourism Development 20
3.2 Thematic Areas for Development 23
3.2.1 Destination Development 23
3.2.2 Destination Marketing 24
3.3.3 Destination Management 24
3.3 Implementation/Activity Plan 27
List of Tables
Table 1: Top 20 market sources in 2016 based on total
leisure travels 5
Table 2: Geographical size, household and population
of the Gewogs of Haa 7
Table 3: 2017 Visitor arrivals of Haa in comparison to
the other Dzongkhags 9
Table 4: Attractions of Haa 11
Table 5: List of existing trek routes and condition 12
Table 6: Tourism development – risks and opportunities
for three dimensions of sustainability 18
Table 7: Recommended members for tourism representation 26

List of Figures
Figure 1: Tourists by primary purpose of visit to Bhutan 3
Figure2: Growth in International arrivals 4
Figure3: Total visitor arrivals over the past five years 4
Figure 4: Location of Haa 6
Figure 5: Annual tourist arrivals in Haa 9
Figure 6: Map of treks in Haa 12
Figure 7: SWOT analysis of tourism development in Haa 13
Figure 8: Sustainable tourism framework 16
Figure 9: Vision and strategy for community-based
sustainable tourism in Haa 21
Figure 10: Logical process for tourism development 22
Figure 11: Recommended tourism management structure 25

iii
Appendixes
Appendix I: List of festival dates for Haa 33
Appendix II: List of tourism facilities 35
Appendix III: List of stakeholders: Summary of their roles
and responsibilities 37
Appendix IV: Guidelines for achieving the pillars of
sustainable tourism 40
AppendixV : Monitoring Framework Guide 42

iv
Foreword
Haa Dzongkhag, located in the western part of Bhutan, is a relatively
small district endowed with rich natural and cultural assets. The north-
south altitudinal variation enrich the Dzongkhag with diverse flora and
fauna such as white poppy flower, takin, serow, red panda, Himalayan
musk deer, Himalayan tahr, tiger, clouded leopard, the elusive snow
leopard, and several species of birds.

Haa is a rural area where local people still follow old ways of life and
have preserved their unique culture and traditions including the nomadic
yak herding culture. People still celebrate age-old festivals in many
of the ancient temples that dot the landscape; worship a pantheon of
deities, especially the guardian deity Ap Chundu; and prepare unique
local cuisines.

The natural and cultural heritage of Haa, along with its proximity
to the international airport at Paro, Thimphu, the capital city, and
Phuentsholing, the southern gateway, offer huge opportunities for
tourism development in Haa. Further, as Haa opened to tourism fairly
recently (in 2002), there is an added opportunity to define the type of
tourism for the district within the overarching national tourism policy.
Acknowledging the positive impacts of tourism, the Royal Government
of Bhutan, in its 12th five-year plan (2018-2023), recognizes ecotourism
as one of the flagship programmes with the potential to improve
livelihoods, create youth employment and diversify the economy while
contributing in preserving Bhutan’s rich cultural and natural heritage.

It is within this context that the Dzongkhag Administration started

developing ‘Destination Haa - Tourism Action Plan (2018-2023)’ to
fulfill its vision for developing Haa as a unique tourism destination.
The aim is to promote Haa as a unique tourism destination based on
strong community engagement and participation. The approach is
geared towards developing community-based ecotourism, which is also
in line with putting the national development vision of Gross National
Happiness into practice.

v
I thank the Nature Conservation Division, Department of Forest and
Park services, and the International Centre for Integrated Mountain
Development for supporting Haa Dzongkhag to develop this plan by
engaging Dr. Karma Tshering as a consultant. Representatives from the
Tourism Council of Bhutan, Association of Bhutanese Tour Operators,
Handicrafts Association of Bhutan, Royal Society for the Protection of
Nature, and Japan International Development Agency have enriched this
document by providing input during different stages of the consultation
process.

Partnerships are critical for the success of tourism development; therefore

I urge all the stakeholders, partners, well-wishers and development
agencies to support in implementing this tourism action plan. Together
we can showcase Haa as a model sustainable tourism destination
and contribute to the national development vision of Gross National
Happiness.

Kinzang Dorji

Dzongda

vi
Acknowledgements
The Dzongkhag Administration, Haa would like to thank the Nature
Conservation Division, Department of Forest and Park Services, Ministry
of Agriculture and Forests, Royal Society for Protection of Nature and
International Center for Integrated Mountain Development for their
facilitation and support for this very important document for Haa.
Special thanks for Dr Karma Tshering, Tourism Expert for his expertise in
putting the document together. Inputs from Mr Renzino Lepcha, Sikkim
and Dr Anu Kumari Lama, ICIMOD for their inputs.

The Dzongkhag Administration would also like to thank ICIMOD for

providing funding support for preparation and publication. Special
thanks to Tourism Council of Bhutan, Association of Bhutanese Tour
Operators, Handicrafts Association of Bhutan, Royal Society for the
Protection of Nature, and Japan International Development Agency for
their support in Haa.

Finally the acknowledgement goes to all the stakeholders who

contributed through participation, inputs and discussions.

vii
Summary
Situated along the western border of Bhutan, the Dzongkhag (District) of
Haa has great potential for tourism development. Its unique culture, rich
biodiversity, and proximity to Paro and the capital city of Thimphu makes
this an ideal destination for tourists looking for a distinctive cultural and
aesthetic experience. Recognizing this, the Royal Government of Bhutan
officially opened Haa to tourism in 2002. However, very few tourists have
been visiting this location, and even fewer staying overnight.

The dearth of tourists in Haa can be attributed to a number of factors,

namely the lack of proper infrastructure, the absence of a brand image
for this locale, the lack of an organized marketing strategy, and the
general perception that Haa doesn’t have much to offer to tourists. These
are, however, merely challenges to the development of Haa as a tourist
destination. With sound management and robust policies, it is not at all
impossible to achieve this goal. The as-yet untapped tourism potential
of Haa arises from its two most significant resources—its culture and the
environment. Haa’s unique cultural heritage, which includes fascinating
myths and legends, and the local population’s reverence for Ap Chundu,
the guardian deity of the valley, can provide rare insights about this
particular area of Bhutan. Haa’s surrounding environment, on the other
hand, provides visitors with the opportunity to witness a rich biodiversity
hotspot, home to several species of flora, fauna and avifauna.

Another unique feature of Haa is the inextricable link between its culture
and the environment. The ethnic people of Haa, or Haaps, believe that
various deities and spirits inhabit the surrounding landscape. Thus they
hold the landscape sacred. The Haaps are guided by conservationist
beliefs, which could contribute in developing sustainable community-
based tourism in this region. This was most clearly illustrated when the
locals unanimously opposed a proposed mining project near Wangtsa
village, fearing that disrupting the environmental harmony in the area
would anger the deities. As such, the local people of Haa have already
internalized the conservationist ideals espoused by many proponents of
sustainable eco-based tourism.

viii
Considering the prospects of tourism development in Haa, the
government and NGOs like the RSPN have initiated a few studies on
the promotion of community-based ecotourism. This action plan takes
stock of the past studies to present a clear road map for sustainable
tourism development in Haa to stimulate socio-economic, cultural and
environmental prosperity. The support and partnership of all stakeholders
is imperative for successful implementation and management.

The plan is presented in three parts - Part 1 provides the rationale for
developing an ecotourism plan for Haa; Part 2 introduces the concepts
underlying sustainable tourism; and Part 3 discusses the implementation/
action plan.

ix
x
Part I: The Context

1.1 Background to Tourism Development in Bhutan

Tourism contributes significantly to Bhutan’s development, as it is the
highest foreign exchange earner and second highest revenue generator
after hydropower. Equally significant is its potential to boost the country’s
economy by providing direct employment opportunities besides other
socio-economic and environmental benefits. Considering tourism’s
potential to boost the economy, it is regarded as the priority sector of the
government to bring sustainable development in the country.

Bhutan opened its doors to international tourism in 1974 following the

Royal Coronation of the Fourth King. Recognizing the benefits of tourism
while also being apprehensive about its adverse impacts on the country’s
rich cultural and natural heritage, Bhutan has pursued a cautious
approach towards tourism development. The visionary monarch laid the
foundations for sustainable tourism by pursuing a tourism policy based
on the principle of ‘high value, low volume’. The success of such carefully
controlled tourism led to significant growth in the number of tourist
arrivals. Fearing the costs (environmental and socio-cultural impacts)
of increased numbers of tourists, a precautionary policy of ‘high value,
low impact’ was introduced. Considering the substantial contribution of
tourism on the economy, and also taking into account that tourism has
to be responsible (meaning, it should protect the environment, preserves
the culture and bring equitable benefits to the people), the 12th Five-Year
Plan places great emphasis on sustainable tourism development.

1.1.1 Tourism Development Approach

Since the inception of tourism industry in Bhutan in 1974, Bhutan has
followed a very cautious path of tourism development. The country
adopted a controlled tourism policy of ‘high value, low volume’
tourism. This was implemented by levying a tariff payment of USD 250
per person per night (March, April, May, September, October and

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Destination Haa: Tourism Action Plan

November) and USD 200 (January, February, June, July, August and
December). Such minimum fixed pricing system is inclusive of a daily
package that covers, i) a minimum of 3-star accommodation ii) all
meals iii) a licensed Bhutanese tour guide for the duration’s of the
tourist’s stay iv) all internal transport (excluding internal flights) and
camping equipment and haulage for trekking tours. USD 65 of the
tariff goes to the government as a sustainable development fee.

This unique tariff system has generated the much-needed revenue

while shielding the country from detrimental impacts by limiting visits
to manageable numbers. However with the brand image of Bhutan
as one of the top travel destinations in the world and the increase
in disposable incomes of global citizens, there has been a surge
in the number of visitors both from within the region1 and beyond.
The increased flow of visitors poses a challenge given the country’s
limited infrastructure, service and management capacity. Aware of
the consequences of the rising number of tourists and cautious about
negative impacts, Bhutan changed its tourism policy to ‘high value,
low impact’. The policy aims at creating an image of exclusivity and
high yield for Bhutan.2

Considering the substantial contribution of tourism to the economy

and the enchanting brand image of Bhutan, tourism development
is expected to see unprecedented growth in the coming years. Due
to its promising prospects, tourism features as one of the important
programs in the five-year planning cycles of the country. The 12th
Five-Year Plan starting from July 2018 places further emphasis on
tourism as a means for economic diversification. Almost all the
20 districts of the country have acknowledged tourism as the most
promising path towards improving people’s livelihood. Likewise Haa
with its unique culture and rich natural heritage is looking towards
tourism development to diversify its economic growth.

1 Regional visitors include citizens of India, Bangladesh and Maldives who are
exempt from paying the minimum tariff.
2 Tourism Council of Bhutan (2010)

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 Destination Haa: Tourism Action Plan

1.1.2 Bhutan’s Attractions

Bhutan, with its vibrant culture and rich natural heritage, has always
captured the imagination of travellers. Its primary attractions are based
on culture and nature. However it is the culture and traditions that
constitute the major source of attraction, covering 48.2 percent of the
visitors’ interest in 2016. As shown in Figure 1, nature and environment
covered 18 percent; spiritual and wellness activities 9.3 percent; the
development philosophy of GNH 8.30 percent; business reasons 2.80
percent; and conferences/research/education 2.50 percent.

Culture & traditions 48.20%

Nature & environment 18%

Adventure 10.99%
Spiritual sites & activities 9.30%
GNH 8.30%
Business reasons 2.80%

Conference, research & education 2.50%

Figure 1: Tourists by primary purpose of visit to Bhutan

1.1.3 Bhutan’s Tourism Market

Bhutan’s self-imposed isolation over the past centuries and cautious
tourism policies have contributed in making Bhutan one of the top global
travel destinations. Tourism in Bhutan began in 1974 with Americans
coming in as the first generation of tourists, and they continued to be the
top arrivals for over three decades (Figure 2). Awareness about Bhutan
and tourism promotions increased over the decades, and by 2016 Bhutan
had attracted visitors from 118 countries. However, while the number of
international visitors has grown steadily, it is the number of regional visitors
(nationals of India, Bangladesh, Maldives) that has witnessed the biggest
surge (Table 1). This increase in regional arrivals, which mainly consist of

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Destination Haa: Tourism Action Plan

Indians (%, 2016), can largely be attributed to the free access (Indians
don’t have to follow the minimum pricing system) and unregulated
arrangement. The total number of arrivals for 2016 was 209,570, an
increase of 35 percent compared to 2015.3 This includes the growth of
international arrivals to 62,773, a 9.10 percent increase compared to
2015, while the proportion of regional visitors grew by 50 percent.

2010
(27,196)
(13,587)*

1995
(4,765)

2017
(71,417)
2005 (183,287)*
(13,626)

1974
(287)

Figure 2: Growth in International arrivals

(*indicate regional arrivals)
In 2016 the major source markets were from the Asia Pacific region
(56.1%) followed by Europe and America.

250000 40%
35%
35%
200000
Total visitor arrival

30%
Percentage growth

150000 25%

15% 20%
16%
100000
10% 15%

5% 10%
50000
5%
0 0%
2012 2013 2014 2015 2016

Figure 3: Total visitor arrivals over the past five years

3 TCB, Bhutan Tourism Monitor, 2016

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 Destination Haa: Tourism Action Plan

Table 1: Top 20 market sources in 2016 based on total leisure travels.

(BTM 2016)

Sl. No Country Total visitors

1 India 114301
2 China 9208
3 Bangladesh 7753
4 USA 7292
5 Japan 4833
6 Thailand 4177
7 UK 3124
8 Singapore 3015
9 Germany 2297
10 Malaysia 1967
11 Australia 1818
12 Taiwan 1812
13 France 1501
14 Vietnam 1247
15 Canada 1110
16 Switzerland 1105
17 South Korea 1035
18 Italy 1024
19 Spain 787
20 Netherlands 641

The increasing arrivals clearly indicate a growing market demand

for Bhutan. As the market looks promising it is imperative to focus
on appropriate interventions to ensure sustainable growth and
development of tourism.

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Destination Haa: Tourism Action Plan

1.2 Introduction - Haa

Haa, bordering Tibet to the northwest and Paro to the northeast, remains
fairly isolated in spite of its close proximity to the capital city and the
airport at Paro (Figure 4). It is divided into six gewogs— Bjee, Katsho,
Eusu, Samar, Sangbaykha, and Gakiling— and has an area of 1,899.2
sq.km. As of 2015, the National Statistics Bureau puts the population of
Haa at approximately 13, 499. The area is situated between 1000 and
5,600 metres above sea level.4

Figure 4: Location of Haa

In terms of infrastructure, Haa has 14 schools as of 2015, of which only

two are higher secondary schools, and 12 institutions of non-formal
education. It has 24 health care units, of which 5 are outreach clinics
without sheds, and has two ambulance vehicles. Currently, the road
connectivity is mainly focused in the northern regions of Eusu, Katsho,
Bjee, and Samar, but the 10th Five-Year Plan includes road connectivity in
Gakiling and Sangbaykha as an objective.5

4 National Statistics Bureau, Dzongkhag at a Glance – Haa, 2015.

5 National Statistics Bureau, 2015.

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 Destination Haa: Tourism Action Plan

Table 2: Geographical size, household and population of the

Gewogs of Haa
Geographical No. of Population
Gewog
Size (in Sq.kms) Households Male Female Total
Bjee 802.20 278 1468 1762 3230
Katsho 42.80 255 689 696 1385
Eusu 66.46 265 965 945 1910
Samar 361.70 306 1100 1400 2500
Gakiling 192.22 257 415 417 832
Sangbaykha 432.80 230 1195 1210 2405
Total 1898.18 1591 5832 6430 12,262
Source: Dzongkhag administration

Although Haa houses impressive biodiversity, its agricultural production is

traditionally limited to bitter and sweet buckwheat, wheat, barley, turnips,
and mustard. This is primarily due to the cold climate and shortage of
arable land, neither of which are conducive to the diversification of crops.
As a result, the Haaps have developed a tradition of animal herding, both
highland yak and lowland cattle. In fact, the migratory nature of these
animals has given rise to a semi-nomadic lifestyle among the herders, who
often move to the Tibetan border in the north with their yaks and return
home during winter.6

In addition to the semi-nomadic lifestyle of the herders, the challenges posed

by the environment have also impacted the lifestyle of people in Haa. To
tackle such challenges, the Haaps have built strong ties with the people of
neighbouring Paro, and traditionally with the Tibetans across the border.
These ties allow for the exchange of goods and commodities, namely rice
and chili from the Parops, and yak cheese and meat from the Haaps.7 What
began as a relationship of convenience has developed into very close ties,
reinforced by marriages and familial ties between people from these two
regions.

Haa is one of the least populated Dzongkhags in Bhutan. Despite its rich

6 Laura Cocora, Haa: An overview of Place Based Cultural Resources (RSPN, 2015).
7 Laura Cocora, 2015.

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Destination Haa: Tourism Action Plan

natural heritage and unique culture, many tour companies and tourists
continue to overlook this area. Even those who visit rarely spend the night,
leading to a loss of income-generating opportunities for the local people.
The initiative to start a community-based ecotourism programme in Haa was
inspired by the region’s tourism potential and the local people’s enthusiasm
for its development.

1.3 Status of Tourism Development in Haa

In 2002, the people of Haa Valley approached the National Assembly and
expressed their desire to introduce their community to the world of tourism.
This marked the beginning of the government’s efforts to make Haa into
a tourist destination, but very few developments have been made in this
regard—the number of visiting tourists remains small relative to the immense
potential of Haa as a destination. The recognition of Haa as a getaway for
tourists rests on three key features:

ƒƒ Its strategic location and proximity to the capital city of Thimphu, Paro
international airport, and the southern gateway town of Phuentsholing;
ƒƒ Its rich natural heritage, home to several species of flora and fauna;
and
ƒƒ Its rich culture and traditions, which include fascinating myths and
legends.

Recognizing the above features, the Royal Society for Protection of Nature
(RSPN) has taken the responsibility of developing a community-based
sustainable tourism (CBST) programme in Haa, in partnership with the Japan
Environmental Education Forum (JEEF), with funding from the Japanese
Technical Cooperation.8 The CBST programme in Haa seeks to guarantee
conscientious management of the natural, cultural, and social resources
of the region, ensuring, in the long run, that these resources are used
sustainably and that the local community reaps the benefits.

According to the Tourism Council of Bhutan, the number of tourists visiting

Haa in 2017 was 5,225. While this was an increase from the previous
year, it is much lower than Haa’s capacity to absorb tourists.

8 RSPN, Carrying Capacity Assessment Report for Haa and Phobjikha, 2017.

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 Destination Haa: Tourism Action Plan

5225
4212 4550

2638 2954 3229

2811
1579

2010 2011 2012 2013 2014 2015 2016 2017

Figure 5: Annual tourist arrivals in Haa

Table 3: 2017 Visitor arrivals in Haa in comparison to the other

Dzongkhags9
Dzongkhag Arrivals Bed nights % of bed nights
Paro 61,523 140,571 34.5

Thimphu 59,164 106,271 26.1

Punakha 51,831 73,179 18.0

Bumthang 11,321 28,942 7.1
Wangdue phodrang 17,781 26,333 6.5

Haa 5,225 6,727 1.7

Trongsa 5,956 6.548 1.6
Chukha 3,276 3,605 0.9

Gasa 693 3,733 0.9

Mongar 2,036 3,124 0.8
Trashigang 1,886 3,408 0.8
Samdrup Jongkhar 1,682 1,840 0.5
Lhuentse 385 990 0.2
Zhemgang 259 702 0.2
Trashiyangtse 705 894 0.2
Sarpang 284 403 0.1
Pema Gatshel 71 199 0.0
Tsirang 27 33 0.0
Dagana 10 15 0.0
Total 224,115 407,517 100.0

9 TCB Bhutan Tourism Monitor (BTM) 2017

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Destination Haa: Tourism Action Plan

1.3.1 Haa’s Attractions

The sacred landscape and the rich cultural and natural heritage make
Haa an extraordinary destination. The people of Haa worship local
deities and supernatural forces. Ap Chundu is considered the protective
deity and is highly revered by the local population.

The legend of Ap Chundu Origin of the name Haa10

Before the eighth century, Haa Valley According to one of the legends, the
was controlled by Ap Chundu and origin of the name Haa goes back to the
other evil local deities who brought time when Guru Rinpoche subdued the
disaster and despondency upon the native Bon deity Chhundu, turning the
local people. In the eighth century Guru valley into a “hidden country” (sbas yul)
Rimpoche arrived in Haa Dzongkhag by uttering the mantra “Haa” (Francoise
and performed the fifth series of Pommaret). Another theory maintains that
Avalokitesvara’s abhisekha ceremony, the name is a mispronunciation of the
brandishing the golden Vajra in space, word hed, meaning “to rush,” and traces
at which all the evil spirits including it back to the seventh century, when
Ap Chundu fell unconscious. When Ap Buddhism was introduced in Bhutan,
Chundu came to sense, he found himself and the residents of the valley “rushed”
turned into a turquoise coloured boy to adopt Buddhism and build temples.
wearing Vajratira and prostrating and This is also a story of origin of Haa’s two
taking oath before Guru Rimpoche. From most sacred temples, Lhakhang Karpo
then on he became a powerful protective (the White Temple) and Lhakhang Nagpo
deity of Haa Valley and the protector of (the Black Temple). Yet, according to
the Buddhist doctrine. Even today Ap a third oral account, when the Samye
Chundu is revered as the most powerful Monastery was built in Tibet in the eighth
protective deity by the Haaps, who century, a group of people appeared
worship him and celebrate his birthday suddenly from the three mountains of
in a majestic style in November. There Haa, Meri Puensum, and built temples
are many stories about him which include that resembled those in Tibet. The name
Ap Chundu and Meri Puensum, Ap “Ha,” meaning “sudden appearance”
Chundu – the diety of Paro and the rice, would go back to this particular incident.
Ap Chundu and the Tibetan Invasion, A common thread linking these esoteric
Ap Chundu – Ap Genyen and the name interpretations of the area’s name is that
Thimphu, Ap chundu soekha, Ap Chundu they all relate in one way or another to
and the due, Ap Chundu and Penlop the historical moment when Buddhism
Agay Haap, Ap Chundu and Yangthng gained predominance over the local Bon
tshogpa’s ancestor, etc. tradition.

10 Laura Cocora. Haa: An overview of place-based cultural resources (RSPN 2015)

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 Destination Haa: Tourism Action Plan

Table 4: Attractions of Haa

Cultural attractions Natural Attractions Auxiliary services
• Pantheon of deities • Natural landscape with • Easy access with good
with Ap Chundu as the an abundance of forest condition road network
protective deity of Haa cover and presence of connecting to - Paro
• Many monasteries like white poppy endemic airport, Thimphu,
lhakhang karpo, narpo, to Haa Phuntsholing, Samchi
etc. unique to Haa • Unique Meri phunseum • Village homestays and
• Rangtse ney - the sacred mountain camping sites
caves • High mountain passes • Trekking and hiking
• Predominantly rural and lakes trails
landscape • Jigme Khesar Strict
• Many local festivals Nature Reserve
• Distinct local cuisines
like hontey
• Yak herding
communities

The sacred Meri Puensum (three sister hills of Haa) is a unique landmark
of Haa. The three hills are of the same height and believed to be the
embodiments of the Lords of the three families. On the left stands
Jampelyang, which represents Manjushri; the central Chenrayzi represents
Avalokiteshvara; and Chana Dorji on the right represents Vajrapani.

Meri Puensum range11

Jampelyang

Table 5: List of existing trek routes and their condition

Name of Trek Days Facilities
Chenrayzi Trail condition
Nubtsonapata trek 4–8 days Nil Chana Dorji
Fair
Sagala Trek 1–2 days Nil Fair
Chelela Nature Trek 1–2 days Nil Good
Few benches, Gazebos,
Meri Phuensum trek 1–2 days resting shed, and trail Good
maintenance

11 JKSNR proposal on the development of cultural/eco trail along the Meri Puensum

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Destination Haa: Tourism Action Plan

Table 5: List of existing trek routes and their condition

Name of Trek Days Facilities Trail condition
Nubtsonapata trek 4–8 days Nil Fair
Sagala Trek 1–2 days Nil Fair
Chelela Nature Trek 1–2 days Nil Good
Few benches, Gazebos,
Meri Phuensum trek 1–2 days resting shed, and trail Good
maintenance

Figure 6: Map of treks in Haa

(source: Adventure Trekking Bhutan 2018)

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 Destination Haa: Tourism Action Plan

1.3.2 A SWOT analysis of tourism development in Haa

To provide an understanding of the tourism development situation in
Haa, an analysis of the strengths, weaknesses, opportunities and threats
is presented in Figure 7 below.

STRENGTHS WEAKNESSES
• Rich and unique cultural heritage • Lack of/weak capacity and skills of the
showcased through traditional lifestyles, local people and authorities;
sacred sites/monasteries, age-old • Perception of visitors that there is not
festivals, yak herding communities, much to do in Haa;
INTERNAL ATTRIBUTES

traditional villages/settlements; • Poor quality accommodation and

• Rich natural attractions with pristine services;
forests, beautiful mountains and lakes, • Seasonality due to cold climatic
diversity of flora/fauna and endemic conditions during winter;
plants; • Inadequate financial and technical
• The interest/motivation of the local support to develop tourism facilities and
people, especially the youth, for tourism amenities e.g., trekking trails, camping
development supported by the local sites, toilets, etc.;
authorities; • Lack of systematic tourism management;
• A good road network and proximity • Lack of a proper tourism plan and
to Paro international airport, Thimphu guidelines for promoting sustainable
capital city, Phuentsholing, and Samchi; tourism.
• A peaceful, safe and clean Dzongkhag.

OPPORTUNITIES THREATS
• Increasing interest and demand of • Urbanization at the cost of losing
international tourists to engage in cultural and natural heritage;
authentic and immersive opportunities • Youth migration to urban centres and
of travel; emulation of western lifestyle;
• Promotion of community-based • Increasing volume of unregulated
EXTERNAL CONDITIONS

ecotourism recognized as a priority for regional tourists;

economic diversification in the 12th • Increasing demand for construction
Five-Year Plan of the government; timber impacting the natural landscape;
• Opportunity to promote only authentic • Waste generation from increased
local handicrafts in Haa and prevent arrivals of tourists.
the infiltration of imported handicrafts;
• Good road connectivity;
• The delayed opening of Haa to tourism
development;
• Location of Haa under the
Kangchenjunga Landscape
Conservation & Development Initiative
(KLCDI) of ICIMOD;
• Strong interest of donor and
other agencies to support tourism
development in Haa.

Figure 7: SWOT analysis of tourism development in Haa

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Destination Haa: Tourism Action Plan

1.3.3 Challenges
Some of the challenges that need to be addressed to help develop
tourism are:

ƒƒ Dispelling the myth that Haa is a day trip destination: Though

there is much to do in Haa, visitors’ perception is that Haa is only
worth a day’s visit. This is because many of the tour operators
are not aware of the products, activities and services available in
Haa. This weakness in promotion and marketing has apparently
created the impression that Haa is a day trip destination.
ƒƒ Managing the impacts: Increasingly Haa is becoming known
to many visitors and is on the itinerary of tour operators.
The multiple access roads and Haa’s close proximity to
Paro international airport, Thimphu, the capital city, and
Phuentsholing, the most popular southern gateway to Bhutan,
make travelling to Haa convenient for tourists. These increased
numbers of visits will have direct impact on the cultural and
natural heritage of Haa. It is therefore important to ensure that
there are plans to manage these negative impacts, especially
increase in waste.
ƒƒ Preserving the cultural heritage of Haa as economic development
increases: Haa is rapidly developing. One of the consequences
of development is that it puts the cultural heritage under threat.
Traditional structures and ways of life are either completely lost
or transformed and influenced by modern lifestyles. Cultural
heritage is a critical resource for tourism development. Therefore
Haa’s development must be based on preserving its rich culture.
ƒƒ Site and visitor management: Visits to Haa are expected to rise
rapidly. Managing Haa tourist flow through visitor management
will be critical for tourism sustainability. As Haa has a small local
population and unique cultural and natural heritage, increased
tourist arrivals and their demonstration effect can have negative
impacts if they are not managed properly. Site management
needs to be carried out in parallel with visitor management.
Strategies for minimizing overcrowding at tourist sites and
preventing inappropriate behaviours can help retain the positive

14
 Destination Haa: Tourism Action Plan

image of Haa. Understanding the limits of acceptable change

and developing guidelines for a code of conduct are some of
the ways to ensure that both the host and visitor have a positive
experience.
ƒƒ Waste management: Increased visits will lead to increased waste
production. Currently even with a low volume of visitors there is
weak management of waste. Besides harming the environment
and the health of the people, unmanaged waste will also dilute
the positive experience of visitors.
ƒƒ Capacity for tourism management and provision of quality
services: As a relatively new tourism destination, Haa lacks the
awareness and understanding of tourism development. Building
people’s capacity both at the Dzongkhag and gewog level is
critical for promoting sustainability, enhancing skills for providing
quality services, and advocating good practices.
ƒƒ Development of infrastructure in keeping with the cultural
and natural landscape: It is a challenge to secure adequate
investments – both financial and technical – for proper
Infrastructure development like roads, trails, campsites,
amenities, signages, accommodation facilities, etc. These
facilities need to be environmentally friendly and culturally
appropriate

15
Part 2: Framing Sustainable
Tourism

2.1 Understanding sustainable tourism

The word ‘sustainability’ emerged in the development discourse
in the 1980s when it became apparent that major environmental
changes were occurring across the globe. Governments and agencies
became concerned about reducing carbon footprints, and in the
process sustainability was considered a priority in many development
programmes. While tourism offers immense benefits, it is also a
source of increasing stress on biological and cultural resources.
The temptations to reap quick benefits are becoming more evident.
Advocacy for sustainability in tourism has therefore gained huge support
and momentum. Sustainable tourism needs to be pursued to prevent
short-term benefits becoming an impediment to harvesting long-term
opportunities. The aim of sustainable tourism development is to meet
the needs of tourists and host regions while protecting and enhancing
opportunities for the future.
Four key indicators for
sustainable tourism are: Environmental
Friendly
environmentally friendly;
economically viable; socially
just, humane and based
Culturally Sustainable Economically
on the principle of gender appropriate Viable
Tourism
equity; and culturally
appropriate (Figure 8).
Socially just
humane ,and
The World Tourism based on the
principle of
Organization defines gender equity

sustainable tourism as
“tourism which leads to
Figure 8: Sustainable Tourism Framework12

12 JICA 2012. Making ecotourism work – a manual on establishing community-based

ecotourism enterprise (CBEE) in the Philippines

16
 Destination Haa: Tourism Action Plan

Framework Indicators (Adapted from Zamora, et.al., 2002)

Environmentally sound.
Ecotourism should not lead to the degeneration of nature but instead enrich the natural
resource base. It should value every living (biotic) and non-living (abiotic) component of
nature.
Economically viable.
Ecotourism should be self-sustaining and provide long-term livelihood opportunities to the
community.
Socially just and humane.
Ecotourism should value the dignity, rights, and inherent abilities of the local community.
Local community, as the primary beneficiary of ecotourism, has the right to timely and
accurate information, funds and other resources that can improve their lives.
Culturally appropriate.
Ecotourism activities should be respectful of local culture and indigenous knowledge
systems (IKS) despite the availability of introduced technologies. Gender equality should
be promoted in all activities related to ecotourism development.

management of all resources in such a way that economic, social and

aesthetic needs can be filled while maintaining cultural integrity, essentials
ecological processes, biological diversity and life support systems.”

Sustainable tourism development is committed to making low impact on the

environment and local culture while helping to generate employment for the
host local residents. Its development must ensure positive experience for the
host community, visitors, and travel companies.

2.2 Sustainable tourism and its sustainability

dimensions
The key pillars of sustainable tourism are economic, environmental
and socio-cultural. This means sustainability must be ensured in all
these areas for tourism to be considered sustainable. The principle of
sustainability in tourism has led to the emergence of various types of
tourism such as ecotourism, nature tourism, responsible tourism, green
tourism, agrotourism, rural tourism, etc.

While developing tourism, assessing the risks and opportunity within the
three key pillars ensures that tourism is on a sustainable path or on the
road to sustainability. Table 6 below outlines some of the opportunities
and risks associated with tourism development within the three
dimensions of sustainability.

17
 Table 6: Tourism development – risks and opportunities for the three dimensions of sustainability13

Opportunities (+) Risks (-)

Economic • Poverty alleviation, local prosperity, • Unequal distribution, local population does not benefit
aspects economic development from tourism
• Development of infrastructure (roads, • Injuring local economic structures, increase in food and
etc.) housing prices
• Economic stability, foreign currencies • Tourist activities without linkages to other sectors may
• Tourism that makes use of products and lead to hidden costs for the country.
services produced by the domestic
economy has strong linkages to other
Destination Haa: Tourism Action Plan

sectors such as agriculture, fisheries,

manufacturing and construction, which

18
will strengthen those sectors and
provide additional income.
Ecological aspects • Support for the protection and conservation • With increasing air travel, CO2 emissions of the tourism
of biodiversity and landscapes industry will increase.
• Economic justification of the concept of • Interaction with climate change: tourism is not only a
protected areas contributor to climate change but will also suffer from its
• Economic alternatives to the exploitation consequences.
of wildlife resources for local people • Pressure on land and natural landscapes to provide
• Efforts on international level, e.g., space for tourism may lead to deforestation and loss of
the convention of Biological Diversity
wetlands.
(CBD) that has established guidelines for
sustainable tourism in vulnerable terrestrial, • Landscapes damaged by mass tourism
marine and coastal ecosystems and • Tourism tends to be extremely water-intensive: pressure
habitats on freshwater and marine resources
• Increase of waste especially problematic waste disposal
facilities are inadequate
 Social and Cultural • Labour-intensive industry: It provides • Many jobs are just seasonal or part time and therefore
aspects job opportunities that demand a range do not provide stable incomes for employees
of skills from low to high • Sometimes the share of unskilled and semi-skilled jobs is
• Employment opportunities for minority too high; and poor employment conditions
groups: Entry into the tourism • Loss of cultural identity due to foreign influence
workforce is comparatively easy for • Sex tourism
groups that are often not sought by • Disrespectful behaviour, noise and littering
other labour markets, like migrant • Problems of water supply for the poor local communities
workers, women and young people in case of shortages
• Employment conditions (health,
safety, and security) improve with the
increasing influence of developed
countries and organizations like the
International Labour Organization

19
(ILO) and NGOs.
• Cultural exchange, respect for
protection of historical sites, etc.
• Force for the conservation of historic
and cultural heritage as well as
traditional lifestyles that may serve as
tourist attraction
• Stimulation of arts, crafts and other
creative activities within communities

13 INRATE, 2013. sustainability matters

Destination Haa: Tourism Action Plan
Part 3: The Action Plan

3.1 Vision for Haa – towards sustainable

tourism development
The global movement for recognizing sustainability emerged only
in the 1980s. In this sense, Bhutan was ahead of its time as it had
adopted sustainable tourism principles since tourism development
began in the country in 1974. While this is a notable achievement,
the bigger challenge lies in developing and implementing strategies
on the ground that match the vision.

Recognizing the potential of tourism to support the economic, socio-

Wcultural, and environmental aspirations of Haa Dzongkhag, a vision
for its development and strategic goals was drafted in 2010 under
the 10th Five-Year Plan. Although the vision holds true to this day, the
strategy envisioned within the 10th Five-Year Plan did not capture the
emerging reality and sustainable development needs. The vision, the
revised tourism strategy and the logical process for community-based
sustainable tourism development are outlined in Figures 914 and 10

14 Adapted from Haa Dzongkhag 2010 Final Draft Dzongkhag Tourism Development Plan

20
 VISION
To develop Haa as a unique tourism destination, harnessing its vast tourism potential in a sustainable manner

Strategic Goals
To create a To maintain Haa’s To ensure that To extend the To enhance capacity To develop effective

21
conducive policy natural and cultural Haa Dzongkhag’s benefits to a wider and institutional marketing and
environment to help beauty while environment is population ensuring strengthening for promotional plan to
stimulate private developing new conserved and the plough back promoting quality brand Haa as an
sector involvement/ infrastructures/ traditional culture mechanism and services and know- exclusive destination
investment and products, sustaining and social values help improve the how for community-
community- the special qualities are preserved and quality of life of the based sustainable
based tourism that make Haa enhanced for the local communities tourism
management Dzongkhag a present and future
unique destination
for nature, culture
and rural lifestyles

Figure 9: Vision and strategy for community-based sustainable tourism in Haa

Destination Haa: Tourism Action Plan
Destination Haa: Tourism Action Plan

What needs to be identified?

D
DAreas for promoting tourism
D
DSuitable products and activities
D
DRequired infrastructure and services
D
DPartners and stakeholders

How?
• Engaging with local communities and stakeholders
IDENTIFY through an integrated approach
(Explore opportunities • Holding meetings and creating forums for
for tourism) awareness and understanding
• Conducting field surveys
• Resource inventory
• Zonation for tourism development

What needs to be developed?

D
DProducts and activities
D
DInfrastructure
D
DCapacity and skills
D
DConducive policies and regulations
D
DMarket
How?
• Capacity building through trainings, and
awareness programmes
• Enable public-private partnerships to develop
DEVELOP quality products, services, and infrastructure to
(Destination development) ensure environmental and cultural integrity
• Review and develop enabling policies
• Prepare an appropriate marketing strategy
What needs to be sustained?
D
DTourist sites
D
DCultural and natural heritage
D
DHost and guest expectations
How?
• Develop site management plans with guidelines to
promote good practices
• Develop a mechanism for managing impacts and
SUSTAIN benefit sharing
(Destination management)
• Institutionalize tourism management systems

Figure 10: Logical process for tourism development

22
 Destination Haa: Tourism Action Plan

3.2 Thematic areas

The action plan is developed within the scope of three thematic planning
areas. These are Destination Development, Destination Marketing and
Destination Management.

Development

Marketing

Management
Destination Haa

3.2.1 Destination Development

To develop the destination the first step is to identify available attractions.
There is a need to explore and discover what Haa has to offer. Identify
the products and activities. Tourism is a double-edged sword. While it
has the potential to offer many benefits, it can also be detrimental. It
should not be considered a panacea for all problems. There could be
places and communities where its development may not be appropriate.
The area for tourism opportunities should be selected through a bottom-
up approach, which means the host local communities should be actively
engaged in this process rather than just being informed on the plans.
Haa has six gewogs and the process should be undertaken with the
active participation of the respective communities of each of the gewogs.
This should lead to the development of the overall Dzongkhag tourism
plan. Activities and products within the gewogs should be integrated to
complement each other’s plans. Appropriate infrastructure and services

23
Destination Haa: Tourism Action Plan

need to be developed to maintain cultural and natural integrity.

Capacity building is also a critical component not only for delivering
quality services but for overall understanding of sustainable utilization,
protection, and management of valuable tourism resources.

3.2.2: Destination Marketing

Once products and activities are identified and developed, marketing
is vital for visitors to be aware of what Haa has to offer. Why Haa?
Its USPs (Unique Selling Propositions) should be promoted. Various
methods of promotion and marketing need to be developed.
Familiarization tours, news/story articles, television broadcast, special
events, information booklets, websites, brochures, etc. are some of the
means of promotion. One of the reasons why previous tourism-related
initiatives in Haa seem to have failed is that they did not incorporate a
proper marketing component.15 As Haa is easily accessible and close
to major cities like Thimphu, Paro and Phuentsholing, it is in a position
to benefit from a good marketing strategy. It should capture the interest
of international, regional, expatriate, and domestic visitors.

3.2.3: Destination Management

Sustainability is key and should provide the basis for all planning and
management of tourism activities. The tourism vision makes it explicit
that tourism potential should be harnessed in a sustainable manner.
Promoting the right products and activities, proper visitor management
systems, managing impacts, developing environmental and socio-
cultural safeguards, enhancing visitors’ experience and meeting hosts’
expectations are some of the important elements of sustainable tourism
development. To achieve these, there should be a good management
system in place, one that creates an enabling and conducive
environment for enhancing good practices and promoting sustainability.
An integrated management system with the active participation of the
gewog, Dzongkhag representatives and external partners will also be
required. This is illustrated in Figure 9 below.

15 Laura Cocora. Baseline survey of CBST development in Haa

24
 Destination Haa: Tourism Action Plan

DZONGKHAG LEVEL DZONGKHAG LEVEL

Sustainable Tourism
Management* (STM) TCB
MoA
MoEA
MoHCA
ABTO
HRAB
GEWOG LEVEL
Sustainable Tourism GAB
Management (6)
RSPN
APIC
JICA
ICIMOD
Bji WWF
Katsho UNDP
Eusu Other donors etc.
Samar
FDIs
Gakiling
Sombaykha

Figure 11: Recommended tourism management structure

*The idea is not to create any new committees for tourism but to
institutionalize tourism within the existing committees.

25
Destination Haa: Tourism Action Plan

Table 7: Recommended members for tourism representation

(within the existing committees)
Gewog – STM members
Dzongkhag – STM members
(within each Gewog)
• Dzongdha • Gup of respective gewog

• Trizin • Dungpa (if applicable)

• Dzongkhag Planning Officer • Youth representative

• Dzongkhag Livestock Officer • Women representative

• Dzongkhag Agriculture Officer • Forestry/Park representative

• Dzongkhag Environment Officer • Agriculture representative

• Dzongkhag Culture Officer • School representative

• Chief Forest Officer – JKSNR • Homestay representative

• Forest Ranger, Forest Territorial Division • Business community representative

• Program Director - NRCRLF

• Manager - visitor centre

• Representative - Hotel Association

• Representative - homestays

• Representative - business community

• Representative - youth associations

26
 Destination Haa: Tourism Action Plan

3.3 Implementation /activity plan

Destination development

Aim/Objective :Identify potential areas/sites for tourism development

Outcome :Tourism zonation completed for Haa

Haa, as a fairly new destination, needs to clearly define where and how it wants to
promote tourism. Inventory has already been undertaken in the past and needs to
be reviewed. Tourism should not be seen as a panacea for all problems but needs
to be carefully considered. Some of the important elements to be considered while
promoting tourism are – identification of appropriate sites and areas, susceptibility
of the cultural and traditional values, environmental vulnerability, host community’s
interest, etc.

Responsible Date for Estimated

Action
stakeholders implementation budget (USD)
• Conduct surveys to • Dzongkhag July 2018 – 0.050 m
identify appropriate • Gewog/ Dec 2019
sites/areas Dungkhag
• Zonation of areas for • TCB, DoC,
tourism and mapping ABTO, MoAFs,
• Consultation meetings etc.
with community and
stakeholders

Aim/Objective :Development of appropriate products/activities in

keeping with promoting Haa as a unique destination
Outcome :Products/activities unique to Haa developed

Tourism products need to be carefully chosen to ensure that they contribute to

the preservation of local culture and environment. It should not be solely focused
on meeting the needs of the visitors but should also be acceptable to the local
people. Economic interests should not take precedence over the socio-cultural and
environmental considerations; rather they should all mutually support each other.
The uniqueness of Haa lies in the inextricable link between its culture and natural
environment, and this is also reflected in various myths and legends about Haa.
Tourism development should help pass on these stories to promote Haa’s traditions
and cultural heritage. The unique selling proposition of Haa as a destination needs to
be discovered and developed.

27
Destination Haa: Tourism Action Plan

Responsible Date for Estimated

Action
stakeholders implementation budget (USD)
• Identify the products • Dzongkhag July 2018 – 0.250 m
unique to Haa • Gewog/ Dec 2020
including local Dungkhag
cuisine. • TCB, DoC,
• Prepare an inventory MoEA, MoAFs
of products and • RSPN, ABTO,
activities for HAB
development. • Donor
• Conduct research agencies, etc.
on local stories and
folklore.
• Explore the natural
heritage for tourism.
• Explore the
development of new
activities like fly
fishing, rafting, bird
watching, botanical
tours, mountain
biking, horse/yak
riding, day hikes, etc.
• Promote the
development of local
farmers market to
showcase handicrafts.
• Development of
Rangtse ney

Aim/Objective :Development of conducive policies and regulations

Outcome :Enabling policies in place for tourism development

The tourism policies of the country need to be matched by conducive regulations on

the ground to allow for sustainable tourism growth. There should be consistency in
policies to avoid confusion and conflict between the central government, dzongkhag
and gewog. Private sector engagement is very important for tourism development,
especially for the provision of infrastructure and services. The relevant authorities must
ensure that the rules and regulations encourage the private sector to give impetus for
tourism growth.

28
 Destination Haa: Tourism Action Plan

Responsible Date for *Estimated

Action
stakeholders implementation budget (USD)
• Review of policies • Dzongkhag, Oct 2018 – June 0.020 m
and consistency Gewogw/ 2019
between central Dungkhag
government, • TCB, DoI,
dzongkhag and MoAFs, MoEA
gewog through • BCCI
meetings and
workshops
• Consultations with
private sector and
investors

Aim/Objective :Infrastructure development based on environmental/

cultural considerations
Outcome :Environmentally friendly and culturally appropriate
infrastructure developed

Infrastructure provision for tourism development is essential. Infrastructure must be

environmentally friendly and culturally appropriate. Use of local materials, renewable
energy, and natural colours must be encouraged. All infrastructures must blend with the
cultural and natural landscape.

Responsible Date for Estimated

Action
stakeholders implementation budget(USD)
• Conduct workshops and • Dzongkhag July 2018 – 0.530 m
awareness raising to • TCB, MoAFs, Dec 2020
promote the development of DoC, MoAFs
environmentally/culturally • RSPN
friendly structures. • Investors/
• Trail development (need to Concessionaires
prioritize)
• Signages (directional and
interpretative)
• Develop other tourism
amenities and facilities.
• Promote the use of yak tents
at campsites.
• Provide support to homestays.
• Develop a business plan for
the visitor centre.
• Implement concessions to
promote private investments.

*The budget is an estimate. It will depend on the scale of the works and the capacity of
the funding source.

29
Destination Haa: Tourism Action Plan

Aim/Objective :Capacity building, skills development, awareness

and understanding to enhance tourism development
Outcome :Quality services and know-how enhanced for tourism
development

The products must be delivered through good services. The quality of services will rely
on the capacity, skills and knowledge of the people, especially the local communities
involved in tourism. Therefore capacity building is very important for meeting visitors’
expectations and ensuring sustainable utilization of resources.

Responsible Date for Estimated

Action
stakeholders implementation budget (USD)
• Skills development in • - Dzongkhag July 2018 0.200m
hospitality, cooking, local • - Gewog/ – Dec 2020
arts/crafts production, Dungkhag
guiding and interpretation • - TCB, MoEA
• Tours and exposure trips • - HAB, RSPN
for communities and other • - Donor
relevant partners agencies
• Support to the visitor
centre as a hub for
knowledge sharing,
activity and networking
centre

Destination Marketing

Aim/Objective :Development of a Marketing plan

Outcome :Effective marketing and promotions of Haa as a tourist
destination

Haa is a conveniently located destination. Its proximity to Paro international airport,

Thimphu capital city, and Phuentsholing, the southern border gateway, make it
easily accessible to diverse and a potentially high volume of visitors. Haa is well
connected by roads to all these places and recently also to the two southern gewogs
of Sombeykha and Gakiling, which further connect to the border towns of Samchi
and Phuentsholing. The market consists of international dollar paying tourists, regional
visitors mainly from India, expatriates working in Bhutan, most of whom are based
in Thimphu, and domestic visitors. A good marketing plan can ensure viable tourism
growth in Haa. Product development and marketing are correlated and inseparable,
which means coordination between them is critical.

30
 Destination Haa: Tourism Action Plan

Responsible Date for Estimated

Action
stakeholders implementation budget(USD)
• Creating a captivating • Dzongkhag July 2018 – Dec 0.100m
promotional brand for Haa • TCB 2019
• Developing a marketing • RSPN, ABTO
plan
• Conducting familiarization
tours for tour operators
• Creating a website with all
necessary information on
tourism in Haa
• Producing audio-visual clips,
brochures, information
booklets, maps, travel
articles and other materials
for promotion
• Use of the visitor centre for
marketing and promotion

Destination Management

Aim/Objective :To have good management mechanisms in place to

ensure sustainable tourism growth
Outcome :Sound management practices adopted

Good planning and management is the key to successful implementation of

sustainable tourism. Sustainability in tourism can be difficult if the temptations of the
short-term benefits take precedence over long-term benefits. Haa aspires to follow a
sustainable tourism model. To make this happen, it is important to focus on several
elements and enhance planning and management. One driving force is effective
partnerships between the relevant stakeholders. Periodic monitoring will generate
good information for planning and management. Impacts will need to be managed
to minimize the environmental and socio-economic pitfalls while maximizing positive
benefits. Sustainability should be based on an operative and measurable model.
This requires the establishment of a system of indicators to monitor and uphold the
principles of sustainable tourism development.

31
Destination Haa: Tourism Action Plan

Responsible Date for Estimated

Action
stakeholders implementation budget (USD)
• Formation of a tourism • Dzongkhag July 2018 – 0.150m
management committee • Gewog June 2023
––consisting of relevant • TCB
stakeholders • RSPN,
––create platforms for periodic ABTO
meetings and coordination
• Develop a monitoring
framework with indicators (refer
to Appendix V as a guide)
• Develop the following guidelines
to promote responsible
practices:
––Code of conduct for guests
and hosts
––Environmental and
socio-cultural safeguards
––Village homestays
• Develop and implement a waste
management plan (objective to
make Haa a zero waste
• Dzongkhag. Practice the
principle of ‘garbage in,
garbage out’)
• Develop certification and
awards programmes to
promote healthy practices
• Strengthen value chain linkages
to increase local markets and
benefits
• Develop site management plans
• Conduct periodic impact
assessments
• Promote private-public
partnerships and enhance
coordination

Total Estimated budget = USD 1.30 m

(approximately Nu. 84.50 m @Nu.65/USD)

(Disclaimer Please note that the projected budget under each of the components is only
an estimate and the actual fund requirement for each of the activities will need to be
prioritized and budgeted accordingly)

32
 Appendix I : List of festival dates for Haa16

Festival Location/place Bhutanese dates Remarks

1 Haa Tsechu Lhakhang Karpo, 8th-10th day of the 8th It’s a three-day annual festival
Uesu Gewog month

2 Lomba Celebrated 29th day of the Haa Lomba celebrated

throughout the 10th month till the 2nd throughout the valley;
valley in all the of the 11th month people prepare a special local
Gewogs delicacy called ‘Hoentey’, a dumpling made out of
sweet buckwheat, flour and green turnip leaves. The
celebration is followed by a community archery game.
3 Yongto Bongko, Yongto, Kibri, Begins on the 17th day The shaman festival is

33
Kibri Bongko, Dumchu, Tshaphel of the 11th month organized every three
Dumchu Bongko, and Kana years by the communities.
Tshaphel Bongku
and Kana
Bongku
4 Wangtsa Wangtsa 1st day of the 11th Community festival
Goencham Lhakhang, Katsho month
Gewog
5 Tshenka Wango Tshenka lhakhang, 15th day of the 11th Annual celebration in which people from Paro also
Jenkakha – Bjee Gewog Month participate
Destination Haa: Tourism Action Plan

16 Updated version from the Dzongkhag Tourism Development Plan

 Festival Location/place Bhutanese dates Remarks
6 Denzhey Haa Gompa, Uesu 11th day of the 12th Annual
Gewog month
7 Hunglatshen Hunlatshen, Samar 14th-15th day of the Communities gather to perform the shaman festival
Lhasoel Gewog 7th month
8 Khando Soel Sichar Gomba, 1st day of the 11th Annual
Sombaykha month
Gewog
9 Lochey All house in 2nd day of the 11th Annual
Gakiling month
10 Tshelutshokhar Tshelutshokhar Communities from different villages gather annually
Destination Haa: Tourism Action Plan

Lhabsoel lake, Samar

Gewog

34
11 Chundu Lhasoel Jenkakha, Bjee In November Date and time as per the directives of the astrologer
Gewog
12 Haa summer festival Haa town Normally in the month Festival initiated by TCB. Annual dates are released
of July every year by TCB in consultation with Dzongkhag
 Destination Haa: Tourism Action Plan

Appendix II: List of tourism facilities

Facility Name of Establishment Service

Hotels (3) Risum Resort
Food and lodge
Tag Sing Chung Druk
Deki
Heritage Farm Lechuna Heritage Lodge Food and lodge
Houses (2)
Food, lodge, and hot
Soednamzingkha Heritage Lodge
stone bath
Village Home Pema Dema Home stay, Talung, Bjee
stays (24)
Pema choden, Tshaphel, Uesu
Ugyen Chewang, Tshaphel, Uesu
Kinley Wangchuk, Dumcho, Uesu Hot stone bath
Sherab Wangchuk, Tshaphel, Uesu
Zangmo Home stay, Tshaphel Hot stone bath
Tshering Yangzom, Wangtsa, Katsho
Apu Lham, Yatam, Katsho
Sangay Dema, Yangthang, Bjee
Sonam Rinchen, Yangthang, Bjee
Sonam Tshering, Dumcho, Uesu
Wangdi, Chumpa, Bjee
Lhaki, Talung, Bjee
Kaka, Yangthang, Bjee
Sonam Wangmo, Yangthang
Phub Dem, Dumcho, Uesu
Pema Choki, Dumcho
Gup Jochu, Yatam, Katsho
Gaki, Yangthang, Bjee
Jam Tshering, Talung
Kezang Dawa, Namchu, Katsho
Tshering Wangchu, Tokay, Bjee
Ugyen , Dumcho, Haa Hot stone bath
Chimmi Home stay, Dumcho Hot stone bath

35
Destination Haa: Tourism Action Plan

Restaurants Palden Restaurant

(12) Only food and drinks
Tshering Zam Restaurant
Ngaden Restaurant
Tandin Hotel
Sangay Restaurant
Hapi Hontay Restaurant
Chundu Restaurant
Khandu Wangmo Restaurant
Newlee Restaurant
Lhamo Restaurant
Sherpa Restaurant
Dipa Restaurant
Visitor Center (1) Dzongkhag Administration, Haa Information services,
resting place, hands-
on activities, library,
cafeteria, reservations/
bookings, local souvenir
and farm products.

36
 Appendix III : List of stakeholders: Summary of their roles and responsibilities

This list is provided here because understanding the roles and responsibilities of the stakeholders/partners can help
in building partnerships and effectively working together rather than working in isolation.

S.No Stakeholder/partner Roles and Responsibilities

1. Haa Dzongkhag The apex body for the development in Haa. Responsible for planning and management to
administration promote socio-economic, environmental, and socio-cultural development. The vision of the
Dzongkhag is to develop a green Dzongkhag with a beautiful and productive community,
promoting equitable and sustainable development in harmony with culture and tradition. Its
mission is to provide public service delivery, develop quality infrastructure for socio-economic
empowerment, ensure sustainable and responsible utilization of natural resources, and
preserve and promote traditional culture and heritage.
2. Tourism Council of Bhutan The apex decision-making body of the government responsible for tourism development; it

37
(TCB) is the main decision maker, regulator and coordinator of tourism growth. Considering the
importance of tourism and the multiple sectors involved in it, the TCB has gained autonomy
over the years by working independently and not being placed under any ministry. It is run by
the secretariat under the authority and supervision of the council chaired by the prime minister.
3. Gross National Happiness The apex policy and planning coordination body of the central government responsible
Commission (GNHC) for coordinating and spearheading policy formulation to ensure cohesion between sectoral
policies and alignment with national development objectives and the Gross National
Happiness (GNH). The GNHC’s mission is to steer national development towards the
promotion of happiness for all Bhutanese, guided by the philosophy of the GNH.
4. Ministry of Agriculture and Aims to ensure sustainable social and economic well-being of the Bhutanese people through
Forests (MoAF) adequate access to food and natural resources. This is promoted through the Department
of Agriculture, Department of Livestock, Department of Forestry and Parks, Department of
Agricultural Marketing Cooperatives. Other non-department agencies within the ministry
are Bhutan Agriculture & Food Regulatory Authority, National Biodiversity Centre, and Rural
Destination Haa: Tourism Action Plan

Development Training Centre.

 S.No Stakeholder/partner Roles and Responsibilities
5. Jigme Khesar Strict Nature JKSNR covering parts of Haa and Samchi is one of the ten protected areas in the country
Reserve (JKSNR) and Paro responsible for the conservation of biodiversity. Natural areas that do not fall in the reserve are
Territorial Division managed by the Forest Territorial Division of the Paro Division.
6. Nature Conservation Division This Division under the Department of Forests and Park Services is the fiscal agency for
(NCD) coordination and management of wildlife and the protected areas of Bhutan. This includes
promoting ecotourism and recreation programmes in the PAs and forests of Bhutan.
7. National Cold Water Fishery Located in Haa, it is under the Department of Livestock and has the mandate to develop cold
Centre (NCWFC) water fishery in the country. The main responsibility of the centre is to produce fish seed to
assist in conservation as well as in the rehabilitation of fish in a great variety of cold water
bodies.
Destination Haa: Tourism Action Plan

8. Ministry of Home and As one of the ten ministries in the government, MoHCA is mandated to preserve, promote,
Cultural Affairs (MoHCA) develop and protect the cultural heritage of the country besides ensuring law and order and

38
providing immigration services. Within the MoHCA, the departments relevant to tourism are
the Department of Culture (DoC), Department of Immigration (DoI), and the Department of
Local Governance, which support, facilitate and strengthen the local governments.
9. National Environment NEC is the apex body in the government responsible for all matters related to the natural
Commission (NEC) environment. It develops and reviews environmental policies and plans to promote
environmental conservation, protection and sustainable utilization.
10. Ministry of Economic Affairs Responsible for promoting the country’s economic growth, it aims to create an enabling
(MoEA) environment, including institutions and infrastructure for the sustainable growth of the economy
through public and private sector development. Among many of its departments, the ones
pertinent to tourism development are: Department of Cottage and Small Industry (DCSI), which
is responsible for creating an enabling environment to facilitate and support sustainable growth
and development of cottage & small industries for equitable income distribution, employment
generation and balanced regional development. The Department of Trade (DoT) and Department
of Industry (DoI), which are responsible for promoting trade and industry growth.
 S.No Stakeholder/partner Roles and Responsibilities
11. Association of Bhutanese Tour Founded in the year 2000, it is the authorized representative of the tour operators of Bhutan,
Operators (ABTO) who constitute its primary membership. Besides providing help and support to its members, it
develops and implements a wide range of measures aimed at making the tourism market more
attractive and promoting sustainability in tourism.
12. Handicrafts Association of Established in 2005 it serves as a platform for the promotion of traditional handicrafts and
Bhutan (HAB) preservation of culture, community and local environments. Thus it helps empower people by
providing them opportunities.
13. Agency for Promotion of Established in 2011 under the Ministry of Economic Affairs, it is responsible for the promotion
Indigenous Crafts (APIC) of equitable growth of handicrafts through the enhancement of skills and business knowledge
of the craft community with an emphasis on innovation, and product development and
marketing.
14. Royal Society for the Established in 1987, it is the only local environmental NGO in Bhutan. Its role is to inspire

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Protection of Nature (RSPN) personal responsibility and active engagement of the people of Bhutan in the conservation
of the country’s natural environment through education, research and sustainable livelihood
opportunities. It supports the promotion and development of community-based ecotourism
initiatives.
15. Hotel and Restaurant Established in 2007 with the mission to represent the interest of its members, it represents
Association of Bhutan (HRAB) hotels and restaurants across the country. It aims to foster professional growth by raising the
standards of hotels and contributing towards sustainable tourism development in the country.
16. Guide Association of Bhutan Established in 2009 as the single collective voice of the local tour guides in the country with
(GAB) the mission to represent the guides and promote their professional growth.
17. Private businesses These include traders, shopkeepers, hoteliers, restaurants, etc. conducting business in Haa.
18. Local community These include the local host communities, especially the local youth that will directly or
indirectly interact with the visitors.
19. Donor and funding agencies They are critical in providing financial and technical support.
Destination Haa: Tourism Action Plan
Destination Haa: Tourism Action Plan

Appendix IV : Guidelines for achieving the pillars of sustainable

tourism

Various guidelines have been developed to help in achieving the

pillars of sustainable tourism. Below is a summary referred from
Dr. Bob McKercher17

1. Economic sustainability - that is profitable in both the immediate

and long term

ƒƒ Form partnerships throughout the entire supply chain,

from micro-sized local businesses to multinational
organizations.
ƒƒ Use internationally approved and reviewed guidelines for
training and certification.
ƒƒ Promote an ethical and environmentally conscious
behaviour among clients.
ƒƒ Diversify the products by developing a wide range of
tourist activities.
ƒƒ Contribute some of the income generated to assist in
training, ethical marketing and product development.
ƒƒ Provide financial incentives for businesses to adopt
sustainability principles.

2. Ecological sustainability - development that is compatible with

the maintenance of essential ecological processes, biological
diversity and biological resources

ƒƒ Codes of practice should be established for tourism at all

levels.
ƒƒ Guidelines for tourism operations, impact assessment
and monitoring of cumulative impacts should be
established.
ƒƒ Formulate national, regional and local tourism policies
and development strategies that are consistent with the
overall objectives of sustainable development.

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 Destination Haa: Tourism Action Plan

ƒƒ Institute baseline environmental impact assessment studies.

ƒƒ Ensure that the design, planning, development and
operation of facilities incorporate sustainability principles.
ƒƒ Ensure that tourism in protected areas, such as national
parks, is incorporated into and subject to sound
management plans.
ƒƒ Monitor and conduct research on the actual impacts of
tourism.
ƒƒ Identify acceptable behaviour among tourists.
ƒƒ Promote responsible tourism behaviour.

3. Cultural sustainability - increases people’s control over their lives

and is compatible with the culture and values of those affected and
strengthens the community identity

ƒƒ Tourism should be initiated with the help of broad-based

community input.
ƒƒ Education and training programmes to improve and
manage cultural heritage and natural resources should be
established.
ƒƒ Conserve cultural diversity.
ƒƒ Respect the land and property rights of traditional
inhabitants.
ƒƒ Guarantee the protection of nature, local and the
indigenous cultures, especially traditional knowledge.
ƒƒ Work actively with indigenous leaders and minority groups
to ensure that indigenous cultures and communities are
depicted accurately and respectfully.
ƒƒ Strengthen, nurture and encourage the community’s ability
to maintain and use traditional skills.
ƒƒ Educate tourists about desirable and acceptable behaviour.

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Destination Haa: Tourism Action Plan

ƒƒ Educate the tourism industry about desirable and

acceptable behaviour.

4. Local sustainability - that is designed to benefit local communities

and generate/retain income in those communities

ƒƒ The community should maintain control over tourism

development.
ƒƒ Tourism should provide quality employment to community
residents.
ƒƒ Encourage businesses to minimize negative effects on local
communities and contribute positively to them.
ƒƒ Ensure equitable distribution of financial benefits
throughout the entire supply chain.
ƒƒ Provide financial incentives for local businesses to enter
tourism.
ƒƒ Improve local human resource capacity.

Appendix V: Monitoring Framework Guide

Monitoring is an essential part of planning and management.

Without monitoring an activity, it is possible to know neither its
impact nor the progress it has made towards the objectives. As such
it is imperative to develop and implement an effective monitoring
system. Monitoring involves regularly observing and checking the
progress of something over a period of time using indicators. Before
examining the practical steps involved in setting up and running a
monitoring programme, the main monitoring considerations need to
be understood. A brief introduction to this is provided below18

Examining the rationale for monitoring: In general terms,

establishing whether or not the project is living up to expectations,

18 SNV 2007. A toolkit for monitoring and managing community-based tourism

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 Destination Haa: Tourism Action Plan

and in what areas it is performing better or worse than expected,

helps engage stakeholders in the project, helps justify funding
extensions, and helps to bring about productive change. Having
access to up-to-date information enables project managers to
adapt their management practices to suit changing circumstances,
experiment with new approaches, and learn from the results. When
things are going less well, monitoring can provide an early-warning
system, enabling managers to take corrective action in particular
areas before it is too late. Monitoring of CBT projects is therefore
crucial for their long-term success.

Deciding who should monitor:

There are opportunities for stakeholder participation at each phase
in the development and implementation of a monitoring cycle. The
more diverse stakeholder involvement becomes, the greater the
learning outcomes of the programme are likely to be. In the initial
planning phase, key participants are likely to be local officials,
planners, development consultants, and donor agencies working
in close consultation with community groups. In the development
phase, there are greater opportunities for wide community
involvement as key issues are assessed and indicators selected. In
the data collection phase community members and tourism industry
representatives can be trained in the collection of data (such as the
number and type of birds spotted on a trail and visitor satisfaction).
In the implementation phase, the establishment of a small multi-
stakeholder working group can be helpful for overseeing the
monitoring and analysis of the results. This will provide a degree of
independence from political leadership and help to avoid conflicts
of interest and differing interpretations of results.

Discussing what to monitor:

It is not possible to monitor every part of a CBT project, and
in some cases having too much information may be as bad as
having no information at all. Working out what to monitor is
therefore a crucial part of developing a monitoring programme.
Two approaches are proposed. First is the “business performance
approach”. It involves monitoring progress against established
CBT business goals. These are the goals that will have been

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Destination Haa: Tourism Action Plan

developed at the outset of the project, such as to raise USD 5000

in revenue for a community project or to provide ten full-time jobs.
The second is the “sustainable performance approach”. It involves
monitoring progress in the context of key sustainable development
or poverty-related issues facing the community. These may include
increasing access to clean running water, increasing the proportion
of households with one or more member in formal employment, or
increasing the number of homes with garbage collection. The job of
sustainable tourism indicators is to show the effect of tourism on the
community’s sustainable development goals. Different organizations
may prefer one approach to another. Project managers may prefer
the business approach, to check how they are performing against
their bottom line. NGOs may prefer the key issue approach, in
order to gain a general understanding of the project’s contribution
to sustainable development in the community. Both are essential to
sustainability.

Thinking about the types of indicators to be used: There are three

main types of indicators: qualitative, quantitative, and normative.

* Qualitative indicators rely on value-based assessments

(what people think) of the state of a particular issue such
as residents’ views on tourists, tourists’ level of satisfaction,
or experts’ descriptions of the state of a particular
ecosystem.

* Quantitative indicators are focused on specific,

measurable facts. They involve the counting of specific
events in a scientific fashion. These are normally expressed
as percentages (20 percent of guides are certified), ratios
(e.g., ratio of resident numbers compared to tourist
numbers), or as raw data (e.g., 900 litres of water used
per guest night).

* Normative indicators measure the existence or non-

existence of some element such as a tourism plan or an
environmental policy. These are less useful in terms of
sustainability unless they are linked to other indicators
which measure how effective the plans or policies are.

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 Destination Haa: Tourism Action Plan

In addition to these divisions, the UNWTO (2004) highlights the

following types of indicators.

ƒƒ Early-warning indicators (e.g., decline in the number of

repeat visitors)
ƒƒ Indicators of system stress (e.g., water shortages, crime
incidents)
ƒƒ Measures of the current state of the industry (e.g., occupancy
rates, number of employees)
ƒƒ Measures of the impact of tourism development on the
biophysical and socioeconomic environment (e.g., levels of
pollution, congestion, loss of cultural heritage, income for local
communities)
ƒƒ Measures of management response (e.g., number of
tourism awareness programmes run, guides)

Reviewing the human and financial resources available:

Data collection can be costly and time consuming. Serious thought
needs to be given to the availability of resources to carry out CBT
monitoring prior to beginning the design process. This will help
encourage practical and efficient monitoring solutions. It is important
to note that indicators that are easy to measure may not always be
those that contribute the greatest understanding. In each monitoring
project, tradeoffs will need to be made between the need for high quality
monitoring, the involvement of stakeholders, and the need to produce
indicators that are cost-effective and available within a reasonable
timeframe. The cost of a monitoring a project will be related to the size
and scale of the project or the destination it is designed to monitor.
An easy rule of thumb is that 2-3 percent of the project cost should be
allocated for monitoring. The larger and more complex the tourism
project, the more extensive and costly the monitoring process will be. A
USD 100,000 programme should allocate about USD 2-3000 a year
for monitoring activities. Often there is reluctance to spend money on
monitoring, as it appears to be diverting money from programmes
of action. This is an unhelpful attitude as monitoring has substantial
value in terms of making actions effective. The human resources
required for monitoring are dependent on the scale of the programme

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Destination Haa: Tourism Action Plan

and on the frequency of data collection. Establishing a monitoring

programme is a relatively labour intensive process and may take two or
more people several months, but once the programme is in place, one
person should be able to collect data within a month once or twice a
year.

Considering how to communicate monitoring results to stakeholders:

Communication is frequently overlooked in monitoring programmes.
To make a difference, indicator results need to be communicated
to stakeholders in an easily understood and transparent manner.
This process allows the community to learn from past experiences
and to improve CBT tourism as a result. It also helps ensure that
tourism generates benefits for the poor. Every monitoring programme
must therefore have a clear plan for how to communicate results to
stakeholders.

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