INTRODUCTION
Background
Tourism is a vital economic sector globally, contributing 9% to the world's GDP and generating over 200 million jobs (UNWTO, 2013) In developing nations, tourism significantly boosts local economies by increasing demand for local products and industries, which in turn fosters indirect economic benefits and helps alleviate poverty (Mason).
While tourism offers various benefits, it also leads to significant economic, social, and environmental challenges The World Tourism Organization (UNWTO) (2013) highlights that the tourism industry is a major contributor to climate change, local pollution, biodiversity loss, and energy waste Additionally, the rapid growth of tourism can foster crime, exploitation, and income inequality within communities Consequently, there is an urgent need for sustainable tourism development strategies advocated by tourism administrators globally.
Figure 1.1 Vietnam’s tourist arrival in the 2015 – 2022 period
Source: Vietnam National Administration of Tourism (2022)
In Vietnam, the 2015 – 2019 period witnessed remarkable growth in the tourism industry with an average tourist arrival growth rate of 12.32% a year (Vietnam National
In 2019, Vietnam's tourism industry reached a peak with 18 million international and 85 million domestic arrivals, contributing 9.2% to the country's GDP (Vietnam National Administration of Tourism, 2020) Although the COVID-19 pandemic led to a significant decline in 2020 and 2021, the industry is showing signs of recovery in 2022, with strong growth anticipated in the coming years.
Sa Pa town in Lao Cai province is a key destination in Vietnam's tourism landscape, recognized as one of the country's seven National Tourist Areas due to its ethnic diversity and stunning scenery While tourism has contributed to poverty alleviation, it has also led to environmental degradation, cultural invasion, and increased inequality among ethnic minority groups, as noted in the latest tourism development plan With 82.09% of Sa Pa's population being indigenous ethnic minorities, the influx of tourists and investors has created a power imbalance, resulting in local residents losing business opportunities to external entities Additionally, investors are purchasing land from locals for commercial use, leading to a gradual loss of both production and residential land for these communities Furthermore, the influence of external cultures is threatening to erode traditional customs and practices, pushing local culture towards extinction.
The COVID-19 pandemic has severely impacted tourism in Sa Pa, particularly affecting small household businesses of ethnic minority groups This ongoing crisis poses a risk of social unrest and jeopardizes Sa Pa's objectives for sustainable socio-economic development Therefore, there is an urgent need for the implementation of sustainable tourism development strategies in Sa Pa.
Vietnam boasts seven National Tourist Areas, recognized as the country's most renowned tourist destinations These include Sa Pa, Tuyen Lam, Hung Temple, Tam Dao, Tra Co, Sam Mountain, and Mui Ne.
7 address the needs of relevant stakeholders such as local government, travel enterprises, and local people, especially those from ethnic minority groups
Developing an effective tourism strategy is inherently challenging, as the tourism sector comprises numerous interdependent factors and activities that often exhibit nonlinear relationships (Baggio, 2008) In Sa Pa, the rich diversity of ethnicities, cultures, and beliefs among local service providers, coupled with the involvement of various stakeholders, creates a complex environment for tourism Additionally, the industry increasingly encounters VUCA situations—such as natural disasters, pandemics, and economic crises—which further complicate the landscape These dynamics underscore the complex nature of tourism systems, presenting significant challenges for organizations and individuals involved in tourism management.
Research objective
Sa Pa, a renowned tourist destination, has garnered significant scholarly attention regarding sustainable tourism development, with researchers addressing key challenges faced by its tourism industry (La, 2018; Tran & Ngo, 2021) Some studies focus on the rights and involvement of indigenous peoples in the tourism value chain (Bott, 2018; Le et al., 2016; Michaud & Turner, 2017; Truong et al., 2014), while others examine the differing perspectives and participation levels of Kinh and ethnic minority stakeholders in tourism development for policy implications (Nguyen, 2022; Nguyen et al., 2020, 2022) However, a comprehensive assessment of Sa Pa's sustainable tourism development, which could inform policy formulation, remains lacking in the existing literature.
In practice, the People Committee of Sa Pa (2019) and Communist Party Committee of
In 2020, Sa Pa town recognized significant shortcomings in the management and execution of its tourism policies Notably, local government agencies have failed to foster a shared understanding of the tourism industry's importance, which hampers effective collaboration and development in the sector.
2 VUCA is an acronym that stands for volatility, uncertainty, complexity, and ambiguity h
The collaboration among tourism institutions in Sa Pa has fallen short of expectations, leading to significant challenges for the local tourism management agency This agency struggles with limited human resources and inconsistent policy advice, which hampers effective governance Additionally, persistent issues within the tourism sector, such as street hawking, remain inadequately addressed, preventing comprehensive solutions from being implemented.
This research aims to develop a sustainable tourism strategy for Sa Pa town through a systems approach, addressing key questions to enhance the region's tourism potential while ensuring environmental and cultural preservation.
1 What are the current gaps and challenges regarding sustainable tourism development in Sa Pa town and the needs of local people and businesses concerning this issue?
2 Concerning the limitation of resources, which areas should be the priority for policy intervention in the tourism sector of Sa Pa?
3 What could be locally appropriate solutions for sustainable tourism development of Sa Pa?
This thesis provides a comprehensive evaluation of the challenges facing the Sa Pa tourism industry, offering significant policy implications for the local government to promote sustainable tourism development Additionally, the systems approach utilized in this research serves as a methodological reference for future tourism planning and policy formulation.
Scope, methodology, and structure of the thesis
This thesis explores methods to boost self-reliance and resilience among stakeholders in Sa Pa's tourism industry, addressing the challenges posed by increasing tourism development Rather than seeking solutions at national or provincial levels, the study emphasizes strategies that align with the local stakeholders' implementation capabilities Nonetheless, it also acknowledges the importance of external factors that significantly impact the execution of tourism policies in Sa Pa.
With the research objectives described above, this thesis embraces a constructivist worldview Therefore, a systems approach is applied in tourism planning which h
The article emphasizes the importance of understanding the motivations of different stakeholders and the interconnections among various factors in a tourism system This understanding allows for the identification of priorities that can serve as targets for policy measures Additionally, the study utilizes the UNWTO's criteria for sustainable tourism to evaluate the current state of the tourism industry in Sa Pa town.
This thesis includes six chapters:
LITERATURE REVIEW
Sustainable tourism concept
The sustainable tourism concept started to emerge in the late 1980s and has gotten increasing attention from people in both academic and political spheres (M C Hall,
The concept of sustainable tourism has long been debated among scholars, with no consensus on its definition (Butler, 1999) McCool (2016) identifies three primary interpretations of sustainable tourism in practice The first views it as a carefully managed enterprise that meets the needs of tourists seeking nature and cultural experiences The second interpretation emphasizes the importance of sustaining local tourism sectors and supporting small businesses Lastly, the third perspective focuses on the broader developmental goals of sustainable tourism, including income generation, tax revenue, healthcare, and educational opportunities.
Sustainable tourism is defined in various ways, leading to multiple frameworks for its identification and evaluation Coccossis (1996 in Butler, 1999) outlines four perspectives for integrating tourism with sustainable development: sectoral, ecological, long-term viability, and the interplay of physical and human environments Padin (2012) introduces a sustainable tourism concept focusing on three key areas: economic viability, environmental conservation, and social equity Furthermore, Bramwell et al (1996 in Butler, 1999) identify seven sustainability pillars in tourism, including environment, culture, politics, economics, society, management, and government However, Moscardo and Murphy (2014) argue that current conceptualizations of sustainable tourism hinder meaningful progress in the industry, advocating for a quality-of-life framework that prioritizes community engagement as a more effective approach.
For tourism administrators, and institutions working in the tourism industry, each of them also has its exclusive way to define and measure sustainable tourism (Edgell, 2020)
The UNWTO defines sustainable tourism as an approach that considers its economic, social, and environmental impacts while addressing the needs of visitors, the industry, the environment, and host communities In collaboration with UNEP, the organization outlines 12 key aims for sustainable tourism, including Economic Viability, Local Prosperity, Employment Quality, Social Equity, Visitor Fulfillment, Local Control, Community Wellbeing, Cultural Richness, Physical Integrity, Biological Diversity, Resource Efficiency, and Environmental Purity To implement these goals, the UNWTO has developed a framework comprising 5 pillars and 17 sub-pillars, which serves as a guide for fostering sustainable tourism practices.
Figure 2.1 UNWTO’s framework for sustainable tourism
The position of tourism in development policies and programs
Tourism policy and regulatory framework
Tourism governance and institutional setup
Measuring tourism and its contribution to the economy
Trade, investment and the business environment
Brand, marketing and product positioning
Resilience, security and risk management
Human Resources planning and working conditions
Skills assessment and the provision of training
An integrated approach to poverty reduction through tourism
Strengthening pro-poor tourism initiatives
The inclusion of disadvantaged groups in the tourism sector
The prevention of negative social impact
Relating tourism to natural and cultural heritage
Enhancing sustainability of tourism development and operations
Measuring and monitoring tourism impacts
Economic performance, investment and competitiveness
Employment, decent work and human capital
Poverty reduction and social inclusion
Sustainability of the natural and cultural environment h
Tourism development in Sa Pa
Sa Pa, a picturesque tourist town in Lao Cai province, Northwest Vietnam, is a top destination for both domestic and international travelers From 2016 to 2019, the town experienced a remarkable annual growth rate of 52.5% in tourist arrivals, culminating in 3.29 million visitors in 2019, just prior to the COVID-19 pandemic Its allure stems from stunning landscapes at Vietnam's highest altitudes and the rich cultural diversity of its numerous ethnic minority groups.
In 2022, ethnic minorities comprised 82.09% of Sa Pa's population, with the Hmong making up 51.65% and the Dao accounting for 23.04% Other ethnic groups present include the Tay, Giay, and Phu La, while the Kinh, the majority ethnic group in Vietnam, represent only 17.91% of the population Tourism in Sa Pa is generally viewed positively by stakeholders, as it promotes local economic development, creates job opportunities, and facilitates cultural exchange However, the tourism industry also poses several negative impacts on the environment and society in Sa Pa.
Michaud and Turner (2017) criticize the current wave of massive tourism investment in
Sa Pa's tourism development has led to significant conflicts with indigenous communities, who receive a minimal share of the economic benefits compared to the Kinh people According to Truong et al (2014), the income generated from local tourism is disproportionately distributed, favoring affluent individuals and tour operators, which exacerbates tensions among local populations Additionally, the rapid growth of tourism has contributed to inflation and cultural shifts within these communities, further complicating the relationship between local identity and economic development.
La (2018) highlighted the detrimental effects of waste, pollution, and street hawking in the town, emphasizing that the current tourism development in Sa Pa primarily meets the government's economic goals while neglecting other important objectives Furthermore, Nguyen et al (2020, 2022) addressed the challenges in tourism policy formulation in Sa Pa, indicating a need for a more comprehensive approach to address these issues effectively.
Pa follows a top-down approach in which “most tourism plans are formulated and h
13 implemented by the dominant Kinh group involving little consultation with local residents”
Concerning the factors that can positively contribute to the sustainability of tourism in
Sa Pa, Tran and Ngo (2021) explore the impact of seven key factors on sustainable tourism in Sa Pa through structural equation modeling, which includes infrastructure development, technical facilities for the industry, tourism resources, human resources, organizational management of the tourism sector, quality of tourism services, and community participation In contrast, Le et al (2016) emphasize the significance of community-based tourism (CBT) as a crucial element for fostering sustainable tourism development in Sa Pa.
In addition to academic research, reports, and plans from Sa Pa's local authorities serve as crucial resources for understanding the town's tourism development Notably, the Communist Party Committee of Sa Pa has outlined a strategic plan to enhance tourism in the region.
The plan to "Develop Culture, Tourism, and Build the Sa Pa National Tourist Area to International Level from 2020 to 2025" addresses significant challenges in local tourism, including weak branding, product development, street hawking, degraded infrastructure, insufficient human resources, and environmental impacts The Sa Pa local authority aims to enhance the tourism sector over the next five years by focusing on key areas such as infrastructure improvement, human resource development, product innovation, effective promotion and branding, solutions to street hawking, and the protection of local culture.
Tourism planning approaches
Tourism planning has evolved alongside the tourism industry, driven by its growth which brings both economic benefits and complex social and environmental challenges (Costa, 2020) This evolution has seen a transition from a "supply-oriented" approach, emphasizing infrastructure and service development, to a "market-oriented" strategy that prioritizes customer needs and product innovation, ultimately leading to a contemporary focus on sustainable development (Tosun et al., 1998) Despite these shifts, a common thread remains in the pursuit of effective tourism planning.
The strategic management process consists of four essential steps: analysis of targets, context, and resources; formulation; implementation; and performance evaluation (Simão & Partidário, 2012) An illustration of this process can be seen in Figure 2.2, which outlines the development framework for Thailand's National Strategy for Tourism Development (2017 – 2021), highlighting the initial stages of the strategic management approach.
Figure 2.2 Development framework of the National Strategy for Tourism
Source: Captured from The Ministry of Tourism and Sports of Thailand (2017)
The strategic management process is essential for effective public sector management, regional planning, and the operations of international organizations (Simão & Partidário, 2012) Nonetheless, Moscardo (2011) highlights that this planning approach has inherent limitations that have evolved over the past 30 years, as noted in Getz's research.
In 1986, key issues in tourism planning were identified, including a narrow focus on specific projects rather than a comprehensive view of tourism, limited attention to the impacts of tourism, and an emphasis on economic factors with minimal consideration of environmental concerns Additionally, there was a lack of understanding of how tourism interacts with other local activities and a naive reliance on business strategic planning as the primary framework for tourism development These shortcomings highlight the need for a more integrated approach to tourism planning that considers broader implications and sustainability.
15 market or tourist needs and expectations as the core drivers of tourism planning, giving destination residents a very limited role, if any” (Moscardo, 2011, p 429)
Baggio (2008) critiques the traditional linear approach to tourism management, arguing that it oversimplifies the complexities and interdependencies of tourism destinations He emphasizes that these destinations are dynamic systems with non-linear relationships among their components This perspective is echoed by Budeanu et al (2016), Mai and Smith (2015), and Bosch et al (2013), who advocate for innovative strategies in tourism planning to better address these complexities.
The systems approach, also known as systems thinking or systems sciences, emerged in the early 20th century and gained prominence in the 1960s, addressing the complexity of social systems (Metcalf & Kauffman, 2021; Mingers & White, 2010) Its application has become increasingly popular in tackling public sector challenges in recent years (OECD, 2017) This approach encompasses various fields, including General Systems Theory, Cybernetics, Systems Dynamics, and Soft Systems Methodology, each with its own associations, journals, and conferences (Metcalf & Kauffman, 2021) Despite their differences, these methodologies share common characteristics as outlined by Mingers and White (2010).
● Approaching problems comprehensively, and avoiding reductions;
● Acknowledging the importance of interactions among components rather than each isolated one This determines the behavior of the system as a whole;
● Realizing the hierarchy structure of systems as well as shared characteristics and causalities across levels of the systems;
● Accepting the fact that each component in the system (e.g individuals in social systems) has its preferences and rationales
A systems approach in tourism planning ensures a comprehensive understanding of the tourism system at a destination, involving all relevant stakeholders and sectors It emphasizes the recognition and acceptance of diverse stakeholder perspectives, fostering interaction throughout the planning process This collaborative effort helps establish common goals and actionable plans while addressing critical issues effectively.
16 factors affecting the operation of the tourism system at the destination are considered in intersecting cause-effect relationships
In Vietnam, two research teams from the University of Queensland, led by Bosch and Nguyen (2011; 2013) and Mai and Smith, utilized systems approach methodologies to investigate the tourism sector of the Cat Ba Biosphere Reserve in Hai Phong city.
(2015, 2018) Mai and Smith adopted Systems Dynamics, which was initiated by a group of academicians from the Massachusetts Institute of Technology (MIT) (Sterman,
In 2003, a method was introduced that utilized "stock and flow" diagrams to model systems and employed computer programs to simulate dynamic transformations within those systems Concurrently, Nguyen and Bosch developed a systems analysis method known as Evolutionary Learning Laboratories (ELLAB) Building on the success of the systems approach in Cat Ba, the Hai Phong government has since expanded this methodology to other development areas within the city (T Van Nguyen et al., 2020).
Figure 2.3 Evolutionary Learning Laboratory framework
Source: modified from Bosch et al (2013)
3 Develop or refine systems models
4 Identify leverage points/ Systemic interventions
The ELLAB framework is comprised of seven steps designed to navigate system members through various "levels of thinking" (Kambiz E Maani & Robert Y Cavana, 2007), beginning with the identification process as illustrated in Figure 2.3.
Mental models significantly shape the decision-making and behavior of individuals and organizations within a system, influencing its structure and the interrelationships among its members By understanding these models, system members can develop actionable plans independently, rather than relying on external interventions.
Consultation workshops engage diverse stakeholders to pinpoint critical issues and understand the needs, rationale, and behaviors of each participant, referred to as "mental models" by the authors.
● Step 2: capacity-building sessions are conducted to guide the participants to fit their knowledge and understanding into a system’s structure
● Step 3: the system is modeled in a causal loop diagram (CLD)
In Step 4, we identify the archetypes and leverage points within the system, which are critical issues that can enhance or optimize the system's performance These leverage points will serve as focal areas for the upcoming intervention plan.
● Step 5: based on the findings from the previous step, a systemic interventions and management plan will be prepared
● Step 7: Evaluation of the proposed plan.
Conceptual and theoretical framework of the research
This thesis utilizes the systems approach based on the ELLAB process (Bosch et al., 2013) to address the research questions However, due to time and resource limitations, as well as the impact of the COVID-19 pandemic in Vietnam, the author adapted the original seven-step process into a simplified version while maintaining the essence of the systems approach The conceptual framework of this study is illustrated in Figure 2.4.
Figure 2.4 Conceptual framework of the research
Surveys and interviews with key stakeholders in the Sa Pa tourism sector will identify industry challenges, proposed solutions, and barriers to effectiveness The collected data will be analyzed to uncover prominent sector problems and the cause-and-effect relationships among various factors Additionally, the UNWTO's sustainable tourism framework will be tailored to the local context, providing a solid analytical foundation for addressing sustainable tourism issues in Sa Pa.
The system analysis phase of the research process, based on CLD modeling from ELLAB, begins by analyzing Sa Pa's tourism system using data from prior analysis This phase focuses on identifying system archetypes and leverage points, which are crucial for selecting key intervention areas The primary goal of this analysis is to deliver a thorough understanding of the system's issues and pinpoint bottlenecks.
Refined UNWTO’s sustainable tourism framework
19 that make the system’s operation inefficient, and then determine prioritized actions to improve the system’s efficiency
In conclusion, policy recommendations are developed and discussed with key stakeholders in Sa Pa's tourism sector, ensuring a collaborative approach This consultation process also seeks to refine the system model created in step three, enhancing the effectiveness of the Causal Loop Diagram (CLD) analysis.
2.4.2 Refined UNWTO’s sustainable tourism framework
As discussed in the previous section, this study uses a refined UNWTO's sustainable tourism framework as a basis to identify challenges faced by the tourism system in Sa
The adaptation of the UNWTO framework for Sa Pa tourism development is necessary because the original framework primarily addresses national-level assessments, making many criteria irrelevant to the local context The UNWTO guidelines acknowledge that the methodology should be applied flexibly depending on the circumstances Consequently, the framework has been modified to include more suitable sub-pillars that align with the key issues and focus areas identified in Sa Pa tourism development This refined sustainable tourism framework is illustrated in Figure 2.5.
Figure 2.5 Refined UNWTO’s framework for sustainable tourism
Adequacy of policy and regulatory framework
Policy formulation and stakeholders’ engagement
Investment and the business environment
Brand, marketing and product development
Resilience, security and risk management
Job opportunities and working environment
Human resources development activities and provision of training
The inclusion of disadvantaged groups in the tourism sector
The prevention of negative social impact
Environmental, landscape protection and climate change adaptation
Awareness of sustainability in tourism development
Economic performance, investment and competitiveness
Employment, decent work and human capital
Poverty reduction and social inclusion
Sustainability of the natural and cultural environment h
The revised framework for Sa Pa's tourism governance emphasizes critical criteria such as policy adequacy, the formulation process, and tourism administration capacity, rather than merely the inclusion of tourism in development policies It shifts focus in pillar 2 towards the quality of growth by evaluating visitor spending alongside tourist arrivals, while overlooking broader macro issues like international trade policies in favor of local concerns, including infrastructure development and the business environment Additionally, pillar 4 highlights poverty reduction and social inclusion, particularly addressing the challenges faced by ethnic minorities, a key issue in Sa Pa's tourism sector that has garnered significant attention from policymakers.
Pillars 3 and 5 of the refined framework do not have changes in their content compared to those of the original one However, some sub-categories are divided into smaller ones to emphasize important issues in the tourism sector of Sa Pa For example, in pillar 3, the quality of human resources is separated into a new sub-category In pillar 5, the issue of environmental protection and cultural conservation is divided into two separate themes instead of being merged into one as in the original framework
Figure 2.6 Causal loop diagram of child safety situation in Japan
The initial identification of problems within the conceptual framework serves as critical inputs for systemic analysis in subsequent phases This analysis utilizes a Causal Loop Diagram (CLD) to illustrate the interrelationships among system elements and their dynamic changes This tool is essential for researchers to uncover archetypes that contribute to system stagnation and pinpoint leverage points for potential interventions An example of a CLD is provided in Figure 2.6, which depicts the factors influencing child safety in Japan, as studied by Bosch et al (2013).
A CLD consists of two main components, variables, and arrows
Wherein, a variable is a condition, action, or subject from which it can influence or be influenced by other variables A variable can be either quantitative or qualitative (T Van
In a Causal Loop Diagram (CLD), arrows illustrate the relationships between variables, with a “+” or “S” indicating a reinforcing relationship and a “-” or “O” signifying a reducing relationship These interrelations can create feedback loops when a series of connections form a closed circle For instance, as depicted in Figure 3.4, a feedback loop in tourist destinations shows that an increasing number of visitors generates higher revenue, which in turn attracts more investment in tourism products, enhancing destination attractiveness and subsequently leading to a further rise in tourist numbers.
A feedback loop is classified as a reinforcing loop (R) when the interactions among variables amplify the existing trend, whether positively or negatively For instance, an increase in capital and labor inputs can enhance the growth trajectory of the system.
Figure 2.7 A feedback loop representing relationships among economic factors of a tourism destination h
22 trend of the economy In the tourism industry, Figure 3.4 is a typical reinforcing loop where the number of visitors, revenue, investment, and destination attractiveness increase together after an interaction cycle
A feedback loop is classified as a balancing loop (B) when the variables involved work to inhibit potential changes These loops often highlight barriers to development or solutions that alleviate negative effects For instance, in the economy, increased growth can lead to higher inequality, which subsequently hinders further growth, creating a negative balancing loop Conversely, investing in human capital to reduce educational inequality can establish a positive balancing loop An example illustrated in Figure 3.5 shows how an increase in tourist arrivals can lead to waste pollution, ultimately diminishing the destination's appeal.
Feedback loops can be classified as either reinforcing or balancing through quantitative analysis using regression techniques on real-time data Alternatively, insights from key stakeholders and relevant reports can also reveal the nature of these loops This study employs the latter approach to analyze the properties of feedback loops.
The next phase in the CLD analysis process involves identifying system archetypes, which, according to Meadows (1999), are structures that generate common behavioral patterns within a system Recognizing these archetypes allows us to understand the underlying reasons for the system's persistence in maintaining its status quo, despite existing problems and limitations Peter M Senge (1990) outlined several archetypes prevalent in social systems, three of which are particularly relevant to the Sa Pa tourism sector.
Figure 2.8 A feedback loop representing relationships among environmental factors of a tourism destination h
The "Limit to Success" archetype features two opposing feedback loops, as illustrated in Figure 2.9 Specifically, the balancing loop of pollution hinders the reinforcing loop that drives an increase in visitor numbers to a destination.
Figure 2.9 Limit to Success archetype in a tourism destination
The study examines "Balancing Loops with Delays," where feedback loop outcomes do not manifest immediately, leading to decision-making challenges within the system Delays, represented by parallel lines on the CLD arrows, hinder effective decision-making and impact overall system performance, particularly in balancing loops aimed at addressing specific issues For instance, Figure 2.10 illustrates a balancing loop that tackles the problem of inadequate human resources at a tourist destination, which negatively affects service quality However, solutions such as education and training cannot yield instant results, complicating the improvement of service quality in the short term and making it difficult to assess the effectiveness of training initiatives.
Figure 2.10 Balancing Loops with Delays archetype in a tourism destination h
Figure 2.11 Accidental Adversaries archetype in a tourism destination
METHODOLOGY
Research design
The research, guided by the conceptual framework outlined in section 2.4.1, was structured into four distinct phases Figure 3.1 illustrates the implementation process of the study, highlighting the methodologies employed in each phase.
Figure 3.1 The implementation process of the study
To accurately reflect the current state of Sa Pa's tourism system and the perspectives of industry stakeholders, key participants will be identified and surveyed to uncover challenges to sustainable tourism development Following the establishment of the system model and identification of its archetypes and leverage points, consultation sessions will engage stakeholders to refine the model and propose solutions to existing constraints Additionally, essential systems analysis tools from ELLAB, such as Causal Loop Diagrams (CLD), will be integral to the study, employing mixed methods throughout the research process.
Sampling and data collection
In the initial phase of the research process, a blend of qualitative and quantitative methods will be utilized to pinpoint tourism-related challenges in Sa Pa, focusing on insights from various stakeholders These stakeholders encompass local government officials, local businesses, external investors, tourism sector employees, development project experts, training institution representatives, and tourists, chosen in accordance with UNWTO guidelines.
An analysis of the major stakeholders and their roles in sustainable tourism is essential, as highlighted by the UNWTO in 2013 Table 3.1 outlines the key stakeholders within the tourism system of Sa Pa, detailing the types of data to be gathered from each stakeholder and the methods for data collection This structured approach is crucial for understanding the dynamics of sustainable tourism in the region.
Table 3.1 Key stakeholders in the tourism system of Sa Pa and related data
Stakeholder type Data to be collected Collection methods
Policies, plans for tourism development, and urban development of Sa Pa
For tourism administration agency: All issues in the 5 pillars of sustainable tourism
For urban planning agency: urban planning, planning management, and infrastructure development
For communes' leaders: issues related to tourism management at the commune level, and the participation of ethnic minorities in tourism
Businesses owned by ethnic minorities
Businesses owned by external investors
All issues in the 5 pillars of sustainable tourism, but focus on the participation of businesses in policy formulation, business environment, and management of environmental and social impacts
People who work in the tourism sector
People who engage in CBT
Sustainable tourism hinges on five key pillars, with a particular emphasis on engaging local communities in the tourism value chain Community-Based Tourism (CBT) plays a crucial role in creating job opportunities for residents, fostering economic growth while preserving cultural heritage Additionally, involving local populations in policy formulation ensures that their voices are heard, leading to more effective and inclusive tourism strategies By prioritizing community engagement, sustainable tourism can thrive, benefiting both visitors and local stakeholders alike.
All issues in the 5 pillars of sustainable tourism focus on the adequacy of local tourism development strategy, product development, job creation, community development, and environmental protection
Training institutions Focus on pillar 3 on employment, decent work, and human capital; and pillar 4 on poverty reduction and social inclusion
In-depth interview Tourists Pillars from 2 to 5 in sustainable tourism framework (exclude policy and governance pillar)
The desk study activity involved gathering and analyzing policy documents and reports related to tourism development and urban planning in Sa Pa This process spanned the entire study period, from the initial literature review to the conclusion of interviews and discussions with stakeholders It serves as a crucial source of information for evaluating the sustainability of tourism development in Sa Pa.
The interview, focus group discussions, and online surveys are structured around the refined framework for sustainable tourism developed by the UNWTO A comprehensive master questionnaire has been created, consisting of 48 open-ended questions, to ensure alignment with these sustainability principles.
The framework consists of five key pillars, as detailed in Annex 1, which outlines the master questionnaire Relevant questions tailored for each stakeholder will be chosen from this list The data collection will involve interview activities and focus group discussions, conducted either through field trips in Sa Pa or via online platforms such as email and video calls.
An online customer survey was conducted to evaluate the experiences of travelers in Sa Pa The questionnaire included a mix of five Likert scale questions, multiple-choice options, and open-ended questions, allowing participants to provide comprehensive feedback on their visits to the town.
Data analysis
Interviews and focus group discussions are conducted and recorded with the consent of informants, followed by transcription using the V-IONE application for thematic analysis Each pillar of the UNWTO's sustainable tourism framework serves as a theme, allowing for the coding of relevant transcript texts to identify their corresponding themes Additionally, customer survey results are analyzed using descriptive statistics, with findings presented in tables and charts to illustrate observed trends.
Systems modeling and analysis
The thematic analysis data is utilized to create a matrix that outlines the challenges facing Sa Pa’s tourism sector, categorized by each pillar of the UNWTO framework This matrix identifies the underlying causes of these issues and proposes potential solutions, serving as a foundational tool for enhancing tourism in the region.
3 V-IONE is an AI-based application specialized in transcribing records in Vietnamese See more at: https://vione.ai/ h
The system is modeled using a Causal Loop Diagram (CLD) in Vensim software, with variables representing key issues identified in the matrix This CLD undergoes multiple calibrations, incorporating feedback from stakeholders involved in the system Subsequently, a thorough system analysis is performed to uncover archetypes and leverage points within the system.
Solutions formulation
In this study, an initial Causal Loop Diagram (CLD) is developed, incorporating archetypes and leverage points, followed by consultation sessions with key stakeholders, including local residents, businesses, government officials, and tourism specialists These stakeholders, who possess extensive knowledge of the Sa Pa tourism sector, provide valuable insights and revisions to the model, ensuring that the consultation process is informed by their expertise and authority in the industry.
During stakeholder meetings, participants evaluate intervention options at leverage points, prioritize solutions, and assess available resources for implementation Insights gathered from these discussions will inform policy recommendations tailored to stakeholder needs, ensuring both feasibility and relevance Additionally, desk studies will be conducted to identify pertinent legal frameworks and potential resources for practical solution implementation.
Participants in the sessions actively take part in a sustainability scoring activity aimed at quantitatively assessing factors related to sustainable tourism development in Sa Pa This initiative seeks to identify key weaknesses that require attention The sustainability scoring sheet comprises 18 questions aligned with the refined UNWTO’s sustainable tourism framework, allowing respondents to score each question on a scale from 1 to 5, with increments of 0.5.
The sustainability scoring sheet evaluates various criteria by averaging the scores submitted by all respondents Each criterion's final score reflects the collective assessment, while the overall score for the framework's pillars is determined by averaging the scores of their associated sub-criteria.
4 Vensim is a system modelling software See more at: http://vensim.com/ h
Limitations
The methodology utilized in this study is limited by the extensive nature of the systems approach, which demands significant effort, resources, and time to examine the diverse perspectives of stakeholders and the intricate relationships among system components According to the OECD report (2017), policymakers must be aware of time constraints when implementing a systems approach Despite these challenges, it remains a valuable method for addressing complex issues in public policy (T Van Nguyen et al., 2020; OECD, 2017).
FINDINGS AND DISCUSSIONS
Demographics of informants
Seven interviews were conducted with key stakeholders in the Sa Pa tourism industry, including two businesses, a seasoned tourism expert, a training organization, and representatives from three government agencies, notably the Sa Pa Department of Culture and Information, which oversees tourism management in the town Table 4.1 presents a comprehensive list of informants, their respective organizations, and the interview methods utilized, with each participant assigned a unique identification number.
Table 4.1 List of informants in the in-depth interviews
I01 Department of Culture and Information (DCI) Direct interview
I02 Department of Urban Management Email interview
I03 People Committee of a commune in Sa Pa (Commune’s PC) Direct interview
I04 An ethnic minority-owned business (EM-owned business) Online interview
An online focus group discussion was conducted with seven members from four communes in Sa Pa, comprising ethnic minorities from the Hmong, Dao, and Giay groups All participants are engaged in community-based tourism (CBT) activities.
The tourism industry encompasses 32 activities and various job roles Among the seven participants in the study, I13 serves as a delegate to the People's Council of her commune Table 4.2 presents a list of informants who took part in the focus group discussion.
Table 4.2 List of informants in the focus group discussion
Informants’ number Gender Age Ethnicity Commune
A total of 66 people responded to the online survey, of which 42 were female (64%) and
Out of the total respondents, 23 were male, representing 35% of the group, while one individual chose not to disclose their gender The majority, 51 participants (77%), are from Vietnam, with 15 individuals hailing from various countries, including Australia, France, the UK, and the USA In terms of marital status, there is a nearly even split, with 53% identifying as single and 47% as married Most respondents fall within the age range of 25 to 34 years old.
Out of the surveyed individuals, 42 participants, representing 63%, reflect a diverse demographic in terms of gender, nationality, marital status, and age, ensuring a well-rounded representation despite the small sample size compared to Sa Pa's annual visitor count Figure 4.1 visually depicts the profile of these respondents.
Vietnam Australia USA France UK
Married with young children (age 5 and under)
Married with grown- up children (over 18 years old)
Married and have children under 18 years old
Figure 4.2 Number of respondents’ visits to Sa Pa
In addition, only 32% of survey respondents (equivalent to 21 people) have been to Sa
A significant portion of survey respondents, with 23% (16 individuals), reported visiting Sa Pa more than five times, highlighting their substantial experience with the area's tourism This level of familiarity supports the validity of the survey results regarding Sa Pa's tourism situation Figure 4.2 illustrates the frequency of visits among respondents.
Table 4.3 Categorizing participants in consultation sessions
Category Number of respondents Proportion
Three consultation sessions were conducted, involving five participants from four main stakeholder groups in the Sa Pa tourism industry: local residents, government officials, businesses, and tourism specialists As illustrated in Table 4.3, local residents comprised the largest group among the total participants across the three sessions.
35 residents (33.3%), followed by businesses (26.7%), and finally government officials and tourism specialists (20% for each group).
Situation of the Sa Pa tourism sector
During the consultation sessions, participants identified key issues in Sa Pa's tourism industry, leading to individual assessments using a private scoring sheet based on a sustainable tourism framework The radar chart (Figure 4.3) illustrates that none of the five sustainable tourism pillars received scores above 3 out of 5, with the chart's shape indicating a focus on Pillar 2 (Economic performance, investment, and competition) and Pillar 3 (Employment, decent work, and human capital), both of which achieved the highest score of 2.92 points among the five pillars.
The Sa Pa tourism sector faces significant challenges in achieving sustainable development, with a notable emphasis on economic and employment issues, while policy, social, and environmental aspects lag behind This imbalance is evident in the low sustainability scores for pillar 1 (2.52 points), pillar 4 (2.62 points), and pillar 5 (2.59 points) Table 4.4 provides a detailed overview of the sustainability scores across the five pillars and their respective sub-categories.
Table 4.4 Sustainability scores of the 5 pillars and sub-categories
Pillars and sub-categories Scores
Pillar 1: Tourism policy and governance 2.52
Adequacy of policy and regulatory framework 2.47
Policy formulation and stakeholders’ engagement 2.63
Pillar 2: Economic performance, investment, and competitiveness 2.92
Investment and the business environment 2.70
Brand, marketing, and product development 2.87
Resilience, security, and risk management 3.35
Pillar 3: Employment, decent work, and human capital 2.92
Job opportunities and working environment 3.50
Human resources development activities and provision of training 2.60
Pillar 4: Poverty reduction and social inclusion 2.68
The inclusion of disadvantaged groups in the tourism sector 2.73
The prevention of negative social impact 2.40
Pillar 5: Sustainability of the natural and cultural environment 2.59
Environmental, landscape protection, and climate change adaptation 2.47
Awareness of sustainability in tourism development 2.50
In the following sections, more details of the issues in each pillar are described based on the perspectives of informants participating in the interviews and focus group discussion h
4.2.2 Pillar 1: Tourism policy and governance
Policy and governance serve as the cornerstone of the UNWTO's sustainable tourism framework Effective policy systems and robust governance capabilities significantly enhance a destination's potential to realize sustainable tourism development goals.
In Sa Pa, all critical policy documents in the field of tourism have somehow indicated several factors regarding sustainable development (Communist Party Committee of Sa
Despite efforts from the People Committee of Lao Cai province and the Prime Minister of Vietnam, there is currently no established set of criteria for sustainable tourism in Sa Pa This lack of clear guidelines leads to varying interpretations of sustainable tourism among policymakers, resulting in tourism policies that fail to fully address sustainable development For instance, the Sa Pa national tourist area planning for 2040 includes numerous construction projects, such as new urban developments and a cable car system, which could jeopardize the local environment and landscape.
The lack of sustainability in tourism policies and planning in Sa Pa is largely attributed to inadequate accessibility of these policies for local residents Despite claims from government officials and local business representatives that stakeholder consultations were conducted throughout the policy drafting process, focus group participants, including representatives from ethnic minority-owned businesses, reported being unaware of these consultations They expressed a lack of clear information regarding the policies once they were implemented, highlighting their role as key community members who typically access new government information first.
Local ethnic minorities face limited access to information due to their capacity constraints, while ineffective communication from Sa Pa authorities exacerbates the situation The current communication strategy relies heavily on official documents, requiring information to navigate through multiple government levels, which hampers effective outreach.
38 hierarchy before reaching the people Consequently, in the consultation meetings, important information may be omitted or not thoroughly communicated by local officials, who have limited tourism expertise
The Sa Pa tourism management agency faces a significant challenge due to its limited capacity, as highlighted by a representative from the Department of Culture and Tourism The agency struggles with a shortage of human resources and is burdened with responsibilities beyond tourism, including cultural and sports management Furthermore, tourism expert I06 notes that officials in the agency possess limited skills and varying perspectives on tourism, which hampers effective management and development in the sector.
Figure 4.4 Distribution of sustainability scores of Pillar 1
Figure 4.4 shows the distribution of sustainability scores of the 3 sub-categories in pillar
1 As we can see, the stakeholders involved in the scoring have a relatively strong consensus on the scores for the sub-categories of the policy and governance topic when there is not much difference between scores in the upper and lower quartiles With most of the given scores below 3, the average score for pillar 1 is the lowest among the 5 sustainable tourism pillars (2.52 points) This fact implies that the policy domain is the area that needs to be improved the most within the Sa Pa tourism sector
4.2.3 Pillar 2: Economic performance, investment, and competitiveness
Before the COVID-19 pandemic, Sa Pa experienced remarkable tourism growth, with an annual increase of 52.5% (People Committee of Sa Pa, 2019) However, tourism expert I06 notes that visitors tend to have low spending and short stays, which negatively impacts the overall tourism economy.
The revenue of the tourism industry in Sa Pa is not meeting expectations due to a deficiency in high-quality tourism services that can attract high-income tourists This concern has been highlighted in the 2030 tourism development project initiated by the Communist Party Committee of Sa Pa town.
The Sa Pa tourism industry faces challenges in product development, primarily stemming from insufficient marketing activities Key areas of concern include inadequate market research, difficulty in identifying target customers, and a lack of clear product development orientation According to tourism expert I06, addressing these limitations is crucial for enhancing the region's tourism offerings.
Pa was once supported by an international development organization with market research, but it was a long time ago and was not updated From the perspective of the
The Sa Pa authority, as outlined in the local tourism development plan by the Communist Party Committee of Sa Pa town (2020), emphasizes that while marketing activities focus on brand building and destination promotion, they often overlook essential core activities that are vital for comprehensive tourism development.
The Sa Pa tourism industry is at risk of losing its appeal due to various environmental and social challenges An evaluation of tourists' feedback from online interviews reveals significant concerns regarding how these issues impact the attractiveness of the town.
Figure 4.5 Limitations of Sa Pa tourism as evaluated by survey respondents
Overcrowding, with a mean score of 3.73, along with street hawking issues (3.70), damage to the natural landscape (3.65), and loss of cultural identity (3.61), represent the primary challenges facing Sa Pa tourism Notably, street hawking has the highest upper quartile score of 5, indicating its significant impact on the tourist experience.
A significant consensus among respondents highlights a pressing issue in Sa Pa, where tourism has led to negative consequences, prompting some visitors to "almost boycott" the area Both Informant I01 (Sa Pa DCI) and tourism expert I06 confirmed these concerns, underscoring the urgent need to address the adverse effects of tourism on this popular destination.
Systemic analysis of Sa Pa’s tourism situation
An analysis of the current Sa Pa tourism landscape has led to the creation of a problem matrix that identifies key issues, their causes, potential solutions, and barriers to implementation This matrix organizes the challenges into interrelated variables, forming the foundation for a causal loop diagram (CLD) For detailed insights, refer to Annex 3 of the thesis.
Figure 4.11 Causal loop diagram of Sa Pa’s tourism situation h
The CLD presented in Figure 4.11 illustrates the complex interrelations within Sa Pa's tourism system, featuring 13 key feedback loops—3 reinforcing (R) and 10 balancing (B) This diagram is organized into three distinct segments that represent clusters of issues: Growth and Adverse Impacts, Policy and Governance, and Job Opportunities and Training Each segment encapsulates archetypes that contribute to negative behaviors within the system The subsequent sections will delve into the details of these segments and their associated archetypes.
4.3.2 System archetypes in the causal loop diagram of Sa Pa’s tourism
Growth and Adverse Impacts segment
The growth of the Sa Pa tourism industry is significantly influenced by two reinforcing loops, R_e1 and R_e2 R_e1 illustrates how increasing tourist arrivals create pressure on infrastructure, prompting further development that enhances travel experiences and attracts more visitors Simultaneously, R_e2 highlights the role of investment in new tourism products, boosting revenue and drawing in additional investors Both trends are currently shaped by external factors, notably the effects of the COVID-19 pandemic and the subsequent surge in tourism demand as the situation stabilizes.
Figure 4.12 Drivers of growth in Sa Pa tourism sector h
The "Limit to Success" archetypes in Sa Pa's tourism industry highlight significant constraints on growth Visitor growth leads to overcrowding, diminishing the destination's appeal, as illustrated by balancing loop B_e1 Additionally, the development of infrastructure, shown in balancing loop B_e2, has resulted in environmental and cultural impacts that further detract from the area's attractiveness Consequently, these factors collectively push the Sa Pa tourism industry toward a growth limit.
Figure 4.13 Limit caused by overcrowding to the drivers of growth
Figure 4.14 Limit to the growth driven by infrastructure development h
Figure 4.15 Limit to the growth driven by investment from external sources
The growth depicted in Figure 4.15 is limited by two balancing loops, B_e3 and B_e4, alongside the R_e2 loop While increased investment in new products and services within R_e2 enhances environmental and cultural impacts, which in turn affects Sa Pa's attractiveness (B_e3), the low level of visitor spending (B_e4) also hinders tourism development Unlike the negative effects seen in B_e2 and B_e3, the impact of low visitor spending is less detrimental to the growth of Sa Pa's tourism industry.
The development of Sa Pa tourism faces significant challenges, including overcrowding and detrimental environmental and cultural impacts To ensure the sustainable growth of the town's tourism industry, it is crucial to address these issues Focusing on these bottlenecks is essential for improving the overall tourism system in Sa Pa.
To mitigate the negative impacts of tourism, effective policy formulation and management are essential, utilizing three balancing loops: B_p1, B_p2, and B_p3 B_p1 emphasizes the importance of implementing sustainable tourism development standards to enhance the quality of policy formulation and execution within the tourism sector Additionally, fostering strong consultation and stakeholder engagement is crucial for successful policy implementation.
51 dissemination of information to stakeholders, especially local people (in B_p2); and adequate marketing activities (in B_p3) are also ways to policy quality improvement
Figure 4.16 Constraints upon adequate policy formulation and management
The efficiency of the three balancing loops is hindered by limitations in tourism administration capacity, as illustrated in Figure 4.16 While capacity-building activities for local governments can address this issue, the results may not be immediately evident due to inherent delays, exemplified by the “Balancing Loops with Delays” archetype To enhance tourism management capacity and mitigate these delays, strengthening international assistance through reinforcing loop R_p1 is crucial for the Sa Pa government (refer to Figure 4.17).
Figure 4.17 Role of international assistance in the Policy and Governance segment h
Improving local tourism administration capacity is a critical leverage point for enhancing sustainability in Sa Pa's tourism sector Additionally, raising awareness about sustainable tourism through the dissemination of sustainability standards, enhancing stakeholder consultation and communication, and implementing effective marketing activities are essential areas that require focused attention to promote responsible tourism practices.
Job Opportunities and Training segment
Figure 4.18 Constraints upon job opportunities for local people
The segment illustrated in Figure 4.18 highlights two balancing loops, B_j1 and B_j2, that address the issue of unequal tourism benefits A crucial factor in these feedback loops is the variable "Job opportunities for local people," where increased employment leads to enhanced benefits for the community This shift encourages local residents to participate in formal tourism activities rather than informal ones, such as street hawking (balancing loop B_j1) The growth of this variable is supported by Community-Based Tourism (CBT) development from the B_j2 loop and increased external investment in the local economy However, a paradox arises as the development of the local economy can limit the effectiveness of CBT, despite both models contributing to job creation for locals Further details of this issue are presented in Figure 4.19.
Figure 4.19 Impacts of external investors on local communities
The "Accidental Adversaries" archetype illustrates how the development of Community-Based Tourism (CBT) and Business Enterprises Initiatives (BEI) can positively impact the tourism industry by creating jobs However, BEI also intensifies competition with local products and services, as discussed in section 4.2.5 Furthermore, investors often acquire land from local residents for speculative purposes, contributing to price inflation within the community.
There is a bottleneck in the system structure of this segment which is the “Limited human resources capability” as mentioned in section 4.2.4 This problem affects the
Job opportunities for local residents can be enhanced by addressing the challenges in CBT development This issue can be effectively mitigated through targeted training, as illustrated in the balancing loop B_j3 (refer to Figure 4.20) Similar to the capacity-building initiatives for local government, these training efforts are crucial for fostering local employment growth.
Training activities frequently experience delays that hinder immediate results, and the local limitations in training capacity prevent the enhancement of human resource quality, even with supplementary assistance from international organizations.
This analysis highlights the enhancement of human resources capabilities and the empowerment of local communities as key leverage points within the system Both factors are crucial in tackling the social and cultural challenges associated with this Pillar.
4 and Pillar 5, as well as the labor quality issue of Pillar 3 in the sustainable tourism framework.
Identifying key intervention areas
This chapter identifies four key leverage points essential for designing effective policy interventions in the Sa Pa tourism system, based on sustainability scoring and system analysis These leverage points are: enhancing tourism administration capacity, mitigating the negative impacts of tourism, improving human resource capabilities, and strengthening local community resilience A diagram illustrating these leverage points is presented in Figure 4.15.
Figure 4.21 Leverage points in the Sa Pa tourism system
Mitigating adverse impacts of tourism
Balancing the power between local communities and investors
POLICY RECOMMENDATIONS
Improving tourism administration capacity
Enhancing tourism administration capacity is crucial for the long-term sustainability of Sa Pa's tourism system This improvement will aid in better policy formulation and management, reducing the negative impacts of tourism on the environment and local communities Key areas for development include strengthening tourism management institutions, enhancing resource mobilization, and improving human resources in tourism administration To achieve these goals, establishing a new tourism management institution tailored to the rapid growth of Sa Pa's tourism industry is essential Adapting the destination management organization (DMO) model, widely recognized in global tourism, will be vital for Sa Pa's unique context.
Figure 5.1 The role of a DMO in managing a destination
According to UNWTO (2020, p 12), a DMO is “the leading organizational entity which may encompass the various authorities, stakeholders, and professionals and facilitates h
A Destination Management Organization (DMO) is a key tourism management agency responsible for envisioning and developing a destination It plays a crucial role in coordinating various industry stakeholders and executing a wide range of activities, including policy planning, marketing, and product development, to achieve a collective vision for the destination.
A Destination Management Organization (DMO) can have various legal statuses, including public ownership, public-private partnerships, or, in rare instances, complete private organization (UNWTO, 2020) Geographically, DMOs can operate at national, regional, or local levels, with distinct roles outlined in Table 5.1 below.
Table 5.1 The role of DMOs at different geographical levels
Discussing factors determining the success of DMOs across the World, Watanabe
(2021) summarizes studies of Takahashi (2017) and Furuya (2018) and points out four success elements of DMO which are: the ability to make independent decisions; tasks h
57 are not overlapped with administration bodies; having full-time employees; being financially independent and not relies solely on subsidies
In 2015, the Japanese government launched the “Nihon-ban DMO Kouho Houjin Touroku Seido” program to enhance tourism management and attract more inbound travelers, as noted by Nagai et al (2018) This initiative is open to organizations that meet five key criteria: a clear vision for their destination, effective marketing research and performance evaluation, a robust network of stakeholders, specific human resource capabilities, and sustainable funding Eligible organizations can represent various levels of destinations, including inter-prefectural, inter-municipal, and municipal areas By 2021, 90 organizations had successfully registered for the program, with an additional 64 undergoing the screening process (Watanabe, 2021).
The current tourism management model in Vietnam, primarily overseen by state agencies like the provincial Departments of Culture, Sport, and Tourism, lacks the necessary diversity and autonomy, hindering effective destination development This traditional approach does not facilitate the involvement of various stakeholders in the tourism sector and is constrained by limited financial and human resources Consequently, existing tourism management bodies are unable to effectively communicate their vision or development plans, focusing instead on routine tourism operations To enhance the growth of Sa Pa tourism, it is essential to adopt a destination management model that aligns with global DMO standards.
Recently, the Vietnamese government issued a decree regulating the national tourist areas’ management model (Government of Vietnam, 2022) Based on this regulation,
Sa Pa can be managed by a management board of the national tourist area (MBNTA) h
The MBNTA, recognized as a public non-business unit under the administration of Lao Cai province, holds legal status that grants it financial autonomy and the ability to undertake responsibilities akin to those of a Destination Management Organization (DMO) However, this model may face potential challenges that could hinder its effective operation.
The Sa Pa National Tourist Area's management encompasses Sa Pa town and the adjacent Bat Xat district, with oversight from the provincial government This structure poses risks of misalignment with the actual tourism dynamics and creates overlapping responsibilities between the Sa Pa MBNTA and local tourism agencies, such as the Sa Pa DCI Additionally, the MBNTA's governmental status may hinder stakeholder involvement, including businesses and non-profits, in destination management To address these challenges, an effective destination management model for Sa Pa is essential, as illustrated in the proposed organizational structure in Figure 5.2.
Figure 5.2 Suggested structure for Sa Pa MBNTA
Public non-business units in Vietnam are legal entities governed by the government that provide essential public services Examples include public schools and hospitals, which play a vital role in serving the community.
Policy, Planning and Investment Department
Sustainability and Risk Management Department
Administration and Finance Department Board of Advisors h
The Sa Pa MBNTA will be led by a Management Committee formed in accordance with Decree 120/2020/ND-CP, which governs the establishment and management of public non-business units in Vietnam This committee consists of seven members, including a chairman who is the vice president of the Lao Cai province’s People Committee, and two vice-chairmen: one from Sa Pa town's People Committee and another from the Lao Cai Department of Culture, Sport, and Tourism Additionally, the committee includes representatives from the Bat Xat district's People Committee, the Sa Pa DCI, and the Sa Pa Tourism Association, ensuring a balanced representation of provincial, local governments, and the business community in the management of Sa Pa as a premier tourism destination.
Figure 5.3 Composition of the Management Committee of Sa Pa MBNTA
The Management Committee primarily focuses on providing direction and leadership, with most members serving part-time, while the day-to-day operations of the MBNTA are managed by a full-time Executive Director who is also part of the Committee This Director receives guidance from a Board of Advisors composed of experts in tourism and sustainable development, who also offer technical support to Sa Pa MBNTA's specialized departments during their operations.
Under the Executive Director are 5 specialized departments that cover the areas of activity required for a destination These departments include:
President of Sa Pa town's People Committee
Director of Lao Cai Department of Culture, Sport and Tourism
Vice President of Bat Xat district's People Committee
Head of Sa Pa DCI President of Sa Pa
The Marketing and Production Department is in charge of market research activities, tourism product development, destination promotion, and communication with tourists
The Policy, Planning, and Investment Department is in charge of researching and consulting to develop tourism policies, support businesses, and attract investment for related agencies
The Sustainability and Risk Management Department is responsible for creating and overseeing the sustainable tourism code of conduct in Sa Pa, while also assisting ethnic minority communities in enhancing their livelihoods This department plays a crucial role in preventing and managing risks that could impact the local tourism industry, including natural disasters, climate change, and social challenges Additionally, it collaborates with international organizations and NGOs to implement projects aimed at promoting sustainable tourism development.
The Human Resources Development Department is in charge of planning and implementing initiatives to develop high-quality human resources for Sa Pa tourism
The Administration and Finance Department manages the internal administration and finance, as well as revenue-generating activities for MBNTA (e.g tourist attraction ticketing, advertising, etc.)
To enhance coordination between MBNTA and Sa Pa's local government in tourism management and prevent duplication of efforts, a Tourism Action Group (TAG) should be established in Sa Pa as a subdivision of MBNTA This TAG will function similarly to regional and local Destination Management Organizations (DMOs), focusing on local tasks that regional DMOs may overlook The TAG will comprise leaders from the town's People Committee, the head of Sa Pa DCI, and representatives from relevant local departments such as Urban Management, Environment and Natural Resources, Ethnicity, and the Tourism Association Its primary role will be to communicate MBNTA's initiatives to local authorities at various levels.
61 as monitoring the activities of specialized divisions in the area Figure 5.4 demonstrates the specialized divisions under the management of Sa Pa TAG
Figure 5.4 Organization of Sa Pa Tourism Action Group
The specialized departments of Sa Pa TAG will manage on-site activities, including operating the Tourist Information Center, ensuring compliance, supporting local communities, and organizing training Personnel in these departments will receive salaries from MBNTA while being managed by Sa Pa DCI, a member of MBNTA's Management Committee This arrangement alleviates human resource and financial challenges faced by tourism administration in Sa Pa, which stem from the limitations of the district-level culture and information department model.
To enhance the tourism management system, Lao Cai province and Sa Pa town must seek increased external support, as international assistance is crucial for strengthening the Sa Pa tourism sector's capacity Notably, the GREAT project, funded by the Australian government, exemplifies this support Insights from interviews with local officials and tourism experts indicate that this collaboration has been significant since 2021.
In 2025, the GREAT project aims to enhance tourism management in Sa Pa by providing essential technical support This initiative will empower the local government and Lao Cai province's authorities to create an innovative tourism governance framework that effectively addresses the swift growth of the region's tourism sector.
Sa Pa town's Tourism Action Group
Compliance supervision Community support Training center h
Mitigating adverse impacts of tourism through policy adequacy
Effective tourism policies can mitigate the negative impacts of tourism in Sa Pa, as highlighted in the system analysis of section 4.3 However, the current formulation and implementation of these policies face significant challenges While enhancing the capacity of local tourism administrators is a long-term solution, it cannot provide immediate results amid the rapid growth of the tourism industry Therefore, it is crucial to adopt short-term measures to enhance the quality of tourism policies, ensuring a balanced approach to managing tourism's adverse effects in Sa Pa.
To establish effective tourism policies in Sa Pa, it is essential to implement a code of conduct focused on sustainable tourism This standard will enable industry stakeholders to align their efforts towards a shared vision of sustainability, ensuring consistent actions Accompanying this code should be a set of indicators to evaluate compliance with sustainable tourism criteria, alongside annual monitoring to identify and address any issues promptly The code should be informed by global standards, such as the refined UNWTO's sustainable tourism framework, which serves as a valuable reference for local tourism authorities Additionally, the Sa Pa tourism industry can leverage technical support from the GREAT project, allowing for expert consultation in the development of this code of conduct.
In light of the significant transformations in the global tourism industry due to the COVID-19 pandemic, Sa Pa's tourism management agency must conduct thorough and current market research to grasp evolving customer demands and behaviors This understanding will enable the development of effective policies, product design strategies, and marketing plans tailored for Sa Pa tourism, ensuring that local businesses can adapt successfully To maintain relevance, these studies and strategies should be reviewed and updated at least every five years Consequently, it is essential for Sa Pa's tourism management agency to enhance its capabilities to achieve these objectives.
To meet the standards of a Destination Management Organization (DMO), Sa Pa's tourism administration should leverage its financial and human resources effectively In the short term, collaborating with international organizations and projects like GREAT can enhance their capacity to implement essential tourism activities.
Zalo is a widely used messaging app in Vietnam, making it an effective communication tool for tourism managers to engage with both locals and tourists Its various features facilitate seamless interaction, enhancing connectivity in both urban and rural regions.
The Official Account is a specialized tool designed for corporations and organizations to effectively communicate with their target audiences It serves as a platform for posting information and facilitating direct interaction, incorporating advanced features like chatbots to manage inquiries In Vietnam, Dong Thap province exemplifies the use of this communication channel across various sectors, notably in tourism.
The effectiveness of tourism policies and governance in Sa Pa heavily relies on the active involvement of key stakeholders, particularly local residents and businesses Currently, access to information regarding these policies is limited, resulting in a disconnect between the government's initiatives and the needs of the community A viable solution is to establish an online communication channel through smartphones, which would facilitate real-time updates on tourism policies and provide a platform for locals to engage with the tourism management agency This approach not only ensures timely and comprehensible information but also empowers citizens to express their concerns and requirements to local authorities.
The official account on Zalo of Dong Thap tourism administration h
64 example of Zalo Official Account, a tool provided by Zalo Messenger 6 that helps government agencies in Vietnam set up official communication channels.
Improving human resources capability
Chapter 4 reveals that the existing training supply is insufficient to meet the high demand for local workers, which has negatively impacted the quality of human resources in Sa Pa's tourism sector To address this issue, the People's Committee of Lao Cai province is set to implement a range of solutions.
Applying ASEAN standards to the tourism profession;
Implement joint training programs between schools in the province and external partners;
Promote training at all levels from long-term programs such as colleges and vocational schools to short-term courses of less than 3 months;
Organize more training courses on CBT in each locality;
Establishing tourism training and practice centers in Lao Cai and Sa Pa
The previous chapter's analysis indicates that enhancing human resource quality through training programs is a long-term strategy that yields slow results, despite the ongoing demand for skilled professionals in the tourism industry Local ethnic minorities face challenges in knowledge absorption, often requiring repeated schooling for effective learning As noted by I09, these individuals struggle with training, highlighting the need for accessible educational solutions Additionally, I03 emphasizes the importance of having long-term trainers and consultants to provide consistent technical support Therefore, human resource development initiatives in Sa Pa's tourism sector should prioritize inclusivity, ensuring that training programs are designed to be simple and accessible to a broader audience.
One effective solution to address the skills gap in the tourism industry is to offer Massive Open Online Courses (MOOCs) These courses can be structured as short videos that teach essential skills for tourism professionals Course providers can leverage social media to enhance outreach and engagement.
6 Zalo is a popular messenger application in Vietnam It is widely used by people in rural areas h
Utilizing 65 networks and smartphone applications such as TikTok and Zalo, content can effectively reach targeted audiences An illustrative example of this is the online learning model for community tourism developed by Wise Steps from Indonesia.
Box 3 Wise Academy in Indonesia
Website of Wise Academy at https://members.wisetourismacademy.id/
Founded in 2021 by Wise Steps, an Indonesian social enterprise focused on tourism, Wise Academy aims to provide a platform for tourism practitioners, particularly from rural areas, to learn from experts and connect with a community of change-makers in Indonesian tourism The academy's website currently features eight courses taught by its trainers and various partners.
The long-term development of local human resources in Lao Cai province relies heavily on the formal education system, which currently faces limitations in training capacity, as highlighted in section 4.3.2 To enhance the resources of local institutions, establishing a Tourism Human Resource Development Fund could be beneficial This fund could generate revenue through services offered by Sa Pa MBNTA and contributions from businesses and investors The proceeds would be utilized to invest in training facilities and expand the capacity of local institutions, enabling more local students to enroll and benefit from improved educational opportunities.
Balancing the power between local communities and investors
The analysis in chapter 4 on the relationship between BEI and CBT shows that the rapid development of tourism has attracted more non-indigenous investors to do business in
Investors in Sa Pa are creating job opportunities for local residents, but they also pose a challenge to indigenous businesses, impacting the economic sovereignty of the community This issue arises from the capability gap between Community-Based Tourism (CBT) and Business Enterprise Investment (BEI) A key solution is to enhance the skills and qualifications of local individuals, as outlined in section 5.3.
Transforming the relationship between BEI and CBT from competition to cooperation is essential The Sa Pa tourism management agency can facilitate this shift by connecting BEI with opportunities to organize corporate social responsibility (CSR) activities These initiatives can significantly enhance the capacity of community businesses, fostering a collaborative environment that benefits all parties involved.
Provide skills training for local workers so that they can have good performance in both CBT and BEI
In-kind sponsorship of used pieces of equipment, which are still in good condition from restaurants and hotels to CBT
Travel experiences that highlight local culture and nature, facilitated by Community-Based Tourism (CBT), can be integrated into BEI's itineraries This approach not only enhances the travel experience but also ensures that both investors and community-owned businesses reap the benefits from the increasing influx of tourists.
To enhance the resilience of local communities against external investment pressures, it is essential to strengthen leadership and civic engagement Investment activities and land purchases by external entities are legal rights, limiting local government intervention Thus, fostering solidarity among community members is crucial for maintaining resilience in the face of tourism development impacts.
The authorities in Sa Pa town should establish dialogue forums within each community to facilitate discussions on tourism-related issues and collaboratively develop solutions Additionally, it is essential to identify influential community leaders who can effectively represent and advocate for the needs and concerns of their communities.
In Chiang Mai, Thailand, local residents have demonstrated remarkable unity in managing tourism activities, exemplifying a successful model of community tourism This collaborative approach has fostered sustainable practices, ensuring that the benefits of tourism are shared among the community while preserving their cultural heritage.
Box 4 Mae Kampong village in Chiang Mai, Thailand
Mae Kampong, an eco-tourism village located in the Huay Kaew Sub-District of Mae On District, Chiang Mai Province, is situated 50 kilometers from the city center In the 1990s, village leaders recognized the area's potential for eco-tourism due to its stunning natural beauty and strategic location The local community established a tourism management board, facilitating regular discussions to address village matters A pivotal decision was made to refrain from selling land to external investors, ensuring that tourism initiatives remain entirely under local control.
CONCLUSIONS
Research outcome
This thesis employs a systems approach aligned with the ELLAB process and the UNWTO's sustainable tourism framework to address key research questions The study identifies significant sustainable development challenges in the Sa Pa tourism sector, particularly in policy and governance, poverty reduction, social inclusion, and the sustainability of natural and cultural environments Findings indicate that the tourism management agency and Sa Pa's government must enhance tourism management capacity, mitigate the negative impacts of tourism development, invest in human resource development, and bolster community resilience in response to increased local tourism investment To address these challenges, various solutions have been developed and discussed with stakeholders in the Sa Pa tourism sector.
Contributions of the research
This study adapts the UNWTO’s sustainable tourism framework to the specific context of Sa Pa town, recognizing that the original framework is primarily intended for national assessments and may not be applicable locally The need for ongoing monitoring and evaluation of sustainable tourism development at the local level is crucial Consequently, this research serves as a valuable reference for future studies aiming to implement a universal framework for sustainable tourism tailored to local circumstances.
The thesis presents significant practical implications for the tourism industry and policymakers in Sa Pa town It offers a comprehensive assessment of sustainable tourism development, acknowledging the perspectives and needs of various stakeholders This research identifies key challenges that the sector must address moving forward Additionally, it equips Sa Pa authorities with practical tools for effective tourism policy planning, emphasizing a systems approach and a sustainable tourism framework.
69 of UNWTO These methods, if could be applied, would potentially contribute to more sustainable tourism policies for Sa Pa in the future.
Implications for stakeholders
This thesis offers key policy recommendations aimed primarily at Sa Pa policymakers, while also providing valuable insights for stakeholders in the local tourism industry.
International development organizations like GREAT can significantly aid Sa Pa's tourism administration by conducting market research and formulating marketing strategies over the next five years Additionally, they can help establish a code of conduct for sustainable tourism in the region For long-term success, it is essential to focus on creating an effective tourism governance framework and enhancing local capacity for human resource development in the tourism sector This approach will empower Sa Pa's tourism industry to achieve self-reliance and ensure sustainable growth without relying on external assistance.
Supporting local communities and conserving natural and cultural heritages through strict sustainability standards is essential for long-term business success and profitability In Sa Pa, tourism businesses should collaborate with indigenous communities to offer tours that showcase local culture and nature This approach not only promotes sustainable tourism development in Sa Pa but also attracts more tourists to utilize these services.
Figure 6.1 Reasons for choosing Sa Pa as a travel destination h
A recent customer survey reveals that the primary motivation for choosing Sa Pa as a travel destination is the desire to explore its natural and cultural values, with an impressive average score of 4.44 out of 5 Additionally, 80% of respondents expressed a wish to return to Sa Pa, while 8% indicated they would revisit if local tourism issues were addressed These findings suggest that enhancing experiential products that promote sustainability in the local environment and culture could significantly boost customer attraction for businesses in the area.
Figure 6.2 Visitors’ willingness to return to Sa Pa
To protect the environment and enhance quality of life for local residents affected by tourism development, it is essential to strengthen community resilience Local community members should unite to voice their concerns regarding tourism-related issues while collaborating with others to acquire new skills and improve their community's tourism business This collective effort is vital for ensuring a balanced and harmonious existence amid the rapid expansion of Sa Pa's tourism industry.
Prospect
This study acknowledges several limitations due to time constraints and the impact of the COVID-19 pandemic Notably, the sample size is relatively small, with only seven participants for each interview and focus group discussion However, all selected informants are key stakeholders who play significant roles in the research context.
Yes Yes with conditions Neutral
The local tourism industry in Sa Pa may impact the findings of this research, potentially hindering a comprehensive representation of the viewpoints of tourism sector agents.
This study highlights the limitations of the original ELLAB process due to the absence of workshops and capacity-building activities, which hinders its effectiveness in addressing problems systematically through stakeholder collaboration Additionally, the research focuses solely on factors within the local tourism industry, neglecting the impact of external influences from central and provincial governments.
The challenges identified in Sa Pa tourism present valuable opportunities for extensive research aimed at creating a sustainable long-term development strategy for the industry Furthermore, the insights gained from this study can be applied to other regions in Vietnam, particularly those adopting the national tourist area model, as well as to various tourism destinations globally.
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Master questionnaire
Commune leaders NGOs Training institutions
1 Does the tourism industry get sufficient budget allocation for its development?
What are obstacles regarding financial resources for tourism development?
2 Does the tourism industry of Sa Pa have any assistance from NGOs/international donors? What is the contribution of the assistance to tourism development?
What are limitations that should be improved, for example:
3 Are tourism activities in Sa Pa governed by which plan? What is the focused area? Is there any challenge in the implementation and what is the current solution? x x x x
4 How are tourism policies being formulated? Who were the main authors? Who were the decision- makers? How data was obtained and processed to formulate the policies?
What kind of data it is? h
5 Are policies easily understood and implemented by lower authority levels/businesses/residents? What are the challenges and obstacles? x x x x x
6 How feedback and improvement mechanisms for better tourism policies were set up? x x x x x
7 Who is the key tourism administration body of Sa Pa? Does it have enough resources and power to exercise its role effectively? What are the obstacles? x x
Infrastructure development, ethnic minority considerations, agricultural issues, and various other sectors have been intricately woven into tourism policies It is crucial to examine whether different agencies responsible for these fields actively participated in the policy formulation process Additionally, understanding any potential conflicts that may arise between these sectors and tourism development is essential for fostering a harmonious approach to sustainable growth.
9 How private sectors/ residents/ ethnic minorities people were engaged in policy formulation and implementation process? Please explain in detail the process? a Consultation workshops b Survey c Other x x x x x x
2 Economic performance, investment, and competitiveness
1 From 1 to 5, how do you evaluate the current condition of tourism-related infrastructure in Sa Pa? According to each of these categories?
2 Which tourism infrastructure category in
Sa Pa needs further improvement? x x x x x
3 How do you evaluate the current condition of the business environment in
Sa Pa (does policies and administration procedure encourage companies to invest more)? What still needs to be improved? x x x x
4 What are the potential sources of finance for tourism? What are the barriers to securing more investment in tourism (if there are any)? x x x
5 In the meantime, how does Sa Pa identify target customers, do market research and formulate brand identity as well as a marketing plan for tourism?
Do you see any issues to improve in the future regarding tourism marketing? x x x x h
6 Where do you find the information about Sa Pa tourism (including accommodation, transportation, and experiences)? Which kind of information do you expect, but it's hard to find? x
7 Where can tourists find the information about Sa Pa tourism (including accommodation, transportation, and experiences)? Who is in charge of those channels? x x x x
8 Why did you choose Sa Pa for your trip?
Rank 1-5 for each of these options a Its popularity b Seeking resort experiences c Discovering nature and culture d Visiting famous tourist spots e Shopping f Others x h
9 What tourism products of Sa Pa appear to be most attractive to tourists from
Viet Nam, Asia, and US/EU? (Rank 1-5) a Resort b Community and culture tourism c Sight-seeing and tourism site visiting d Trekking and hiking e Conference and company trip (MICE) f Others x x x
10 For each product category above, who is in charge of design, operation, and promotion? x x
11 What are the limitations of Sa Pa tourism products? (rank 1-5) a Over-crowded b Street beggar c Unreasonable price d Low-quality infrastructure e Low-quality service f Destroyed landscape x x x h
12 Are you willing to go back to Sa Pa?
13 Please indicate how Sa Pa tourism products should be improved to meet tourists' traveling demand? x x x
14 How do you set up the feedback and improvement mechanism for better tourism products? Which channel do you think is most effective for reporting/ communicating? x x x
15 What do you think are the most serious external risks to Sa Pa tourism (e.g
COVID-19)? Are there any mitigation measures for those risks? If not, what are the possible solutions? x x x x x h
16 Do you have any plan to cope with the
COVID-19 situation? What necessary supports do you need to recover from the pandemic? x x x
17 What are the necessary measures to ensure safe travel and make travelers feel secure when deciding to go to Sa Pa after COVID-19? x x x x
3 Employment, decent work, and human capital
1 Who is given priority in labor opportunity in Sa Pa tourism? (local or migrants?) Do local people have any disadvantages in getting jobs in the industry? x x x x
2 How are you satisfied with the quality of staff working in a hotel in Sa Pa?
3 How are you satisfied with the quality of staff working in service points (tourism sites, restaurants) in Sa Pa?
4 How are you satisfied with the quality of people working in community tourism villages in Sa Pa?
5 Is the income from tourism works sufficient for workers' living? Please explain x x
6 Are there any problems in the working environment that can hinder the quality and effectiveness of tourism workers in
7 Is there any assessment of the skills gap and training demands in the tourism sector? x x x x x h
8 Is there a lack of skills among current tourism workers and in which area? x x x x x
9 Is there a lack of high-quality labor and in which area? x x x x x
10 How regular trainings are conducted and delivered by whom? x x x x x
11 Is the number, capacity, and accessibility of training institutions, bodies, and teachers considered sufficient for the sector's needs? x x x
12 Are tourism managerial courses available at different levels for the sector's needs (training for policymakers and business owners) x x
13 Are tourism sustainability courses available at different levels for the sector's needs? x x x x x h
14 Do the training institutions have sufficient resources, including qualified staff and equipment? x x x x
4 Poverty reduction and social inclusion
1 In which ways may local communities be engaged in the tourism value chain of
2 What are factors that limit the chance of the local community to be benefited from tourism (what are the difficulties)? x x x x x
3 Is there any NGO and international organizations committing to poverty reduction and ethnic minority engagement in tourism value chains?
Which supports do they provide? x x x x
4 Do you think current supports are sufficient for local ethnic minority groups to improve their economic conditions? What can be improved in the future? x x x x x h
5 What are the negative social impacts faced by local ethnic minority groups amid tourism development (e.g street beggars, sexual exploitation, human trafficking, losing land, losing jobs)?
What do you think are the causes of those problems? x x x x x
6 Which mitigation measures have already been implemented to address those negative impacts? x x x x x
5 Sustainability of the natural and cultural environment
1 What are the negative impacts caused by tourism on Sa Pa's nature and landscape? What are the causes? (e.g infrastructure development)? x x x x
2 How do you agree with the following statement? "Natural heritage of Sa Pa is protected and nurtured by tourism activities" Please explain x h
3 What are the negative impacts caused by tourism on Sa Pa's local culture? x x x x
4 How do you agree with the following statement? "Cultural heritage of Sa Pa is protected and nurtured by tourism activities" Please explain
5 What are the threats of climate change to
6 How tourism is contributing to (or relieving) the impacts of climate change on Sa Pa? x x x x
7 Are there any mitigation measures implemented by local governments
8 Which supports do you need to strengthen adaptability to climate change? x x x
9 How do you understand sustainability?
Do you refer to any standard while applying sustainability criteria to your business/policies? x x x x x x
10 Are tourism development activities of private sectors and individuals controlled by environmental/social sustainability standards offered by the government and other institutions? x x
11 Is there any awareness-raising program offered on sustainability issues? x x x
12 Is there any set of indicators and monitoring activities for measuring the environmental/social impacts of tourism? Who will be in charge of data collection, if any? x x x x h
Sustainability scoring sheet
1 There is still much to improve, and special attention should be paid in the future
1.5 Performance exceeds level 1 but has not reached level 2
2 Some aspects need to be improved and should be prioritized for addressing in the near future
2.5 Performance exceeds level 2 but has not reached level 3
3 Some points need to be improved, but not the ones that need to be prioritized
3.5 Performance exceeds level 3 but has not reached level 4
4 Well done and need to maintain the performance
4.5 Performance exceeds level 4 but has not reached level 5
5 It is a strength and a model for replication
X There is no information on this issue
Give the highest score (point 5) if sub-categories meet the following criteria:
Adequacy of policy and regulatory framework
Sa Pa's tourism policies and regulations are clearly defined and practical, ensuring effective implementation These policies prioritize sustainable development by incorporating essential principles such as environmental protection, cultural preservation, and efforts to eradicate hunger and reduce poverty, thereby fostering responsible tourism growth in the region.
Policy formulation and stakeholders engagement
Tourism development policies and plans for Sa Pa are carefully researched and relevant partners (people, businesses, experts, tourists, ) are adequately consulted during the process of formulation
Administration capacity The tourism management agency in Sa Pa has enough human, financial and professional resources to meet the requirements of sustainable development of the local tourism industry
2 Economic performance, investment, and competitiveness
Quality of growth Excluding the impact of the COVID-19 pandemic,
Sa Pa tourism has always maintained stable growth in the number of visitors as well as the spending level of each visitor
Investment and the business environment
Sa Pa's infrastructure, including roads, telecommunications, electricity, and water supply, along with favorable business opportunities and streamlined administrative procedures, fosters a conducive environment for both local and external enterprises to invest and engage in business activities.
Brand, marketing, and product development
The Sa Pa tourism industry has adequate marketing activities that identify target customers to develop and ensure the quality of tourism products
Sa Pa's tourism offerings, including accommodation, experiences, dining, shopping, and locally designed products, consistently deliver high quality This commitment to excellence caters to the diverse needs of visitors, encouraging them to pay a premium and return to Sa Pa for future trips.
Resilience, security, and risk management
Sa Pa has implemented effective security and safety measures to ensure a secure environment for businesses and tourists, prioritizing the prevention of COVID-19 and preparedness for natural disasters This commitment fosters confidence for investments and promotes safe travel experiences in the region.
3 Employment, decent work, and human capital
Job opportunities and working environment
Job opportunities and working environment (salary, compensation) in the Sa Pa tourism industry are attractive to local workers of Sa Pa
The quality of human resources (workers in the tourism sector) in Sa Pa (in terms of qualifications and attitudes) meets the requirements of employers in the tourism industry
Human resources development activities and provision of training
The local tourism industry has effectively developed human resource activities to meet the growing demand for both the quantity and quality of personnel Additionally, the town has implemented a suitable resource development policy to support this growth.
The province has an institute that is capable of developing high-quality human resources in the tourism industry
4 Poverty reduction and social inclusion
Sa Pa has successfully enacted policies aimed at alleviating poverty through tourism initiatives, enabling residents to readily access information about these support measures and benefit from them.
The inclusion of disadvantaged groups in the tourism sector
Disadvantaged groups such as women, ethnic minorities, and people with disabilities are enabled to participate in tourism activities and benefit equally
The prevention of negative social impact
Sa Pa has implemented effective strategies to mitigate the negative social impacts of tourism, addressing issues such as begging, street vending, and the exploitation of women and children Additionally, the local government is working to combat the challenges posed by external investors who threaten to overshadow local business opportunities.
5 Sustainability of the natural and cultural environment
Cultural preservation The traditional culture of ethnic communities in Sa
Pa is being preserved and promoted thanks to the development of the tourism industry, and has not been lost
Environmental, landscape protection, and climate change adaptation
The tourism development in Sa Pa focuses on enhancing infrastructure while simultaneously prioritizing environmental protection and landscape preservation, effectively adapting to climate change challenges.
Awareness of sustainability in tourism development
Awareness of sustainable tourism development among people, businesses, and local government officials in Sa Pa has been improved thanks to awareness-raising activities by local authorities
At the same time, knowledge of sustainable tourism development is based on specific standards issued by the government and international organizations
Currently, Sa Pa has policies to monitor, measure and manage the impacts brought by tourism on the natural, social and cultural environment to provide timely interventions h
Problems matrix
5 UNWTO sustainable tourism pillars and sub-topics
No Existing challenges within each pillar Causes Tentative solutions Barriers to solutions
- Adequacy of policy and regulatory framework
- Policy formulation and stakeholders engagement
1.1 Lack of sustainability standards in tourism planning
- Lack of tourism administration capacity
- Influences from higher management level
- Empowering local officials and companies on tourism planning and sustainability standards
- Strengthening accessibility of local people to policies
- Influences from higher management levels
- Weak communication between the government and local people
- Low educational level of local people
- Establishing convenient communication channels between local people and government
Lack of tourism administration capacity
1.3 Lack of tourism administration capacity
- Limited financial and human resources for tourism administration agency
- Local officers lack the capability
- Create a special mechanism for tourism administration of Sa Pa that separate from the conventional way
- Take advantage of international assistance
Influences from higher management level
- Capacity building for local government
- Influences from higher management levels
2 Economic performance, investment, and competitiveness
- Investment and the business environment
- Brand, marketing, and product development
2.1 High tourist arrival but low spending
Lack of high-quality products and services
- Attracting investment into new projects
- Increasing assistance for community-based tourism villages
- Resilience, security, and risk management 2.2 Lack of high-quality products and services
- Limited capability of local people
- Lack of orientation from tourism administration
- Empowering local officials on tourism planning and sustainability standards
- Increasing assistance for community-based tourism villages
- Assistance shortages compare to high demand
- Capacity building for local government
Lack of tourism administration capacity
- Empowering local officials on tourism planning and sustainability standards
Influences from higher management level
- Capacity building for local government h
- Influences from higher management level
- Limiting tourist arrivals that fit destination capacity
- Lack of tourism administration capacity
- Adequate policy formulation and management
COVID-19 - Attracting more domestic tourists
- Lack of high- quality products and services, especially in community tourism villages
- Short stay and low spending of tourists
3 Employment, decent work, and human capital
- Job opportunities and working environment
- Human resources development activities and provision of training
- Provide more training and hand-on assistance to local people
- Lack of training and assistance provision
3.2 High demand but low supply of training
- Limited number and size of local training institutions
- Calling for more assistance from a variety of partners (NGOs, central governments, international organizations)
4 Poverty reduction and social inclusion
- The inclusion of disadvantaged groups in the tourism sector
- The prevention of negative social impact
4.1 Unequal access to benefits from tourism
- Profit-seeking mentality from the Kinh people
- Low educational level of local people
- Difficult terrain makes some communities be isolated
- Provide more training to integrate local people into tourism value chains
- Incapable human resources for CBT
- Increasing number of external investors
- Lack of training and assistance provision
- Unequal distribution of benefits from tourism
- Unequal access to benefits from tourism
- Increasing number of external investors
- Incapable human resources for CBT
- Lack of tourism administration capacity
- Unequal distribution of benefits from tourism
- Adequate policy formulation and management h
4.3 Street hawking - Unequal access to benefits from tourism
- Educational programs for participants and tourists
- Incapable human resources for CBT
- Lack of training and assistance provision
- Weak communication between the government and local people
- Engagement in formal tourism activities
- Unequal distribution of benefits from tourism
5 Sustainability of the natural and cultural environment
- Environmental, landscape protection, and climate change adaptation
- Awareness of sustainability in tourism development
5.1 Cultural change - Import of external culture
- Construction activities of local people
- Incapable human resources for CBT
- Lack of training and assistance provision
- Weak communication between the government and local people
- Adequate policy formulation and management
5.2 Damaged landscape - Increasing investment projects
- Construction activities of local people
- Tightening tourism management, especially through monitoring environmental impact
- Lack of tourism administration capacity
- Weak supervision from local authority reports
- Adequate policy formulation and management
5.3 Excessive solid waste and water shortage
- Increasing number of tourists and tourism facilities
- Low capacity of waste treatment and water supply
- Strengthening planning and management capacity
- Limiting tourist arrivals that fit destination capacity
- Lack of tourism administration capacity
- Adequate policy formulation and management h