FEASI ILITY STUDY

FEASIBILITY STUDY RURAL TOURISM IN JALAL-ABAD REGION

INTEGRATED RURAL DEVELOPMENT PROGRAMME FUNDED BY BMZ/EU

ELABORATED FOR DEUTSCHE GESELLSCHAFT FÜR INTERNATIONALE ZUSAMMENARBEIT (GIZ) GMBH

mascontour GmbH, Schwiebusser Straße 9, 10965 Berlin

DATE

4 March 2019

FEASIBILITY STUDY RURAL TOURISM IN JALAL-ABAD REGION

INTEGRATED RURAL DEVELOPMENT PROGRAMME FUNDED BY BMZ/EU

CONTRACTOR

mascontour GmbH Matthias Beyer/Managing Director Schwiebusser Straße 9 10965 Berlin Fon +49 (0) 30 616 257 47 Fax +49 (0) 30 612 025 84 Mail [email protected] www.mascontour.info

In cooperation with

Anar Orozobaeva/Senior Consultant 78, 100, Moskowskaya street, Bishkek, 720001, Kyrgyz Republic [email protected]

CLIENT

Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Integrated Rural Development Programme Module Rural Development South Kyrgyzstan Kaethe Brakhan/Project Leader 105 Isanov street, Bishkek, 720001, Kyrgyz Republic Fon + 996 312 90 65 33 Fax + 996 312 61 00 17 Mail [email protected] www.giz.de

http://www.mascontour.info/

mailto:[email protected]

http://www./

FEASIBILITY STUDY: RURAL TOURISM IN JALAL-ABAD REGION

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TABLE OF CONTENTS

LIST OF FIGURES ............................................................................................................................. 4

LIST OF TABLES ............................................................................................................................... 5

1 BACKGROUND, OBJECTIVES AND METHODOLOGICAL APPROACH OF THE ASSIGNMENT ............... 6

2 MAIN RESULTS OF THE FEASIBILITY STUDY ON RURAL TOURISM IN JALAL-ABAD REGION ............. 9

2.1 General Facts and Figures .............................................................................................................. 9

2.2 Destination Governance and Management ................................................................................ 14

2.3 Destination Marketing and Branding ........................................................................................... 16

2.4 Tourism Employment and Level of Education ............................................................................. 18

2.5 Tourism Demand .......................................................................................................................... 19

2.6 Tourism Supply ............................................................................................................................ 24

2.6.1 Tourism Product Lines and Offers/Services ....................................................................... 24

2.6.2 Accommodation and Gastronomy .................................................................................... 31

2.6.3 Transport ........................................................................................................................... 35

2.6.4 Supply of non-touristic Goods and Services ...................................................................... 36

2.7 Quality and Sustainability Management ..................................................................................... 37

2.8 Synergies with other Donor Activities in Tourism ....................................................................... 39

2.9 Overall SWOT Analysis ................................................................................................................. 41

3 RECOMMENDATIONS FOR THE IRDP DESIGN IN TOURISM ......................................................... 46

3.1 Geographical Focus ...................................................................................................................... 46

3.2 Strategic Framework and Scope of Actions ................................................................................. 47

3.3 Design of the Call for Proposals ................................................................................................... 57

3.4 Baseline Research and Monitoring & Evaluation System ............................................................ 58

3.4.1 Module Objective and Indicators ...................................................................................... 58

3.4.2 Output 1 Objective and Indicators .................................................................................... 61




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4 ANNEX ..................................................................................................................................... 66

4.1 Semi-structured Interview Guide ................................................................................................ 66

4.2 Interviewed Stakeholders during the Mission ............................................................................. 67

4.3 Selection of Tour Operators offering (cross-border) Package Tours in Jalal-Abad Region ........... 69

4.4 Selection of Uzbek Tour Operators .............................................................................................. 70

4.5 Latest Demand Trends of relevant Source Regions and Market Segments ................................. 71

4.6 Photo Impressions of the On-Site Mission .................................................................................. 75


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LIST OF FIGURES

Figure 1: Route and places visited during the on-site mission .................................................................. 8

Figure 2: Foreign citizens crossed the border of Kyrgyzstan by country in 2017 (%) ................................ 9

Figure 3: Travel & tourism employment impact in Kyrgyzstan in 2017 and 2018 ................................... 10

Figure 4: Origin and rough quantification of visitors in Jalal-Abad region .............................................. 21

Figure 5: Overall visitor segmentation for Jalal-Abad region .................................................................. 21

Figure 6: Tourism highlights and infrastructure of Jalal-Abad region at a glance ................................... 25

Figure 7: Tourism hotspots of Uzbekistan in the border area of Jalal-Abad region ................................ 30

Figure 8: Travel routes of cross-border package tours (provided by international tour operators) ........ 30

Figure 9: Identified accommodation providers in Jalal-Abad region at a glance .................................... 32

Figure 10: Geographical focus for the IRDP interventions in tourism ..................................................... 46

Figure 11: Recommended framework for the call for proposals ............................................................. 48


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LIST OF TABLES

Table 1: Average monthly salary of tourism employees in Kyrgyzstan (2017) ........................................ 11

Table 2: Number of visitors and length of stay in touristic facilities of Jalal-Abad region (2017) ........... 13

Table 3: Number of visitors in touristic facilities of Jalal-Abad region by origin (2017) .......................... 13

Table 4: Registered tourism business entities in Jalal-Abad region by type (2017) ................................ 14

Table 5: Income of tourism enterprises in Jalal-Abad region (2017) ....................................................... 14

Table 6: Facts & figures about demand, income and fees in Jalal-Abad region ...................................... 20

Table 7: Existing tourism product lines and tourism offers/services in Jalal-Abad region ...................... 27

Table 8: Strengthening of tourism offers/services in Jalal-Abad region .................................................. 28

Table 9: Facts & figures about accommodation supply in Jalal-Abad region .......................................... 33

Table 10: Overall SWOT analysis .............................................................................................................. 42

Table 11: Recommended scope of actions within the intervention areas .............................................. 49


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1 BACKGROUND, OBJECTIVES AND METHODOLOGICAL APPROACH OF THE ASSIGNMENT

After confirmation by the Federal Ministry for Economic Cooperation and Development (BMZ), the

Technical Cooperation (TC) module "Rural Development South Kyrgyzstan" became part of the new

Development Cooperation (DC) programme "Sustainable Economic Development in Kyrgyzstan", which

will consist of the existing projects in the priority area. The module will be substantially co-financed by

the EU (implementation of the "Integrated Rural Development Programme – IRDP” in Southern

Kyrgyzstan with a focus on Jalal-Abad region) and seen and presented by the European Union (EU) as an

independent "programme". The target system (BMZ impact matrix and EU logframe), strategy and

approach are largely identical.

According to the national statistics of the Kyrgyz Republic (2017) 25.6% of the population in Kyrgyzstan

lives below the poverty line. Since larger population lives in rural regions, poverty affects it the most.

Osh, Batken and Jalal-Abad regions top the rating with the latter having 32.6% of its population to live

in poverty.

Agriculture represents a key source of income for many rural households. However, due to low

productivity, it contributes little to their economic well-being. Only few farmers are integrated into

market-driven supply chains. At the same time, agriculture bears a high potential to improve rural

incomes. Adapting modern, eco-friendly practices to produce fresh and organic food can pave the way

to additional markets. Acquiring certification by international standards can open access to international

markets of premium organic foods.

Furthermore, tourism possesses an unexplored potential for generating income. The cultural heritage,

mountainous landscape, diverse flora and fauna create many opportunities for developing tourism in

rural areas of Kyrgyzstan. Tourism-favouring policies, such as visa-free regime of 61 countries, provides

good conditions for maximising this potential.

It is against this background that the Integrated Rural Development Programme (IRDP) selected these

two sectors aiming at

to improve the income opportunities of the rural population in Southern Kyrgyzstan with the focus

on Jalal-Abad region and

to contribute to national strategies in fostering the development of rural areas and economic clusters

building on and upscaling already successfully-implemented measures taken in Jalal-Abad region.

The programme itself comprises three major components (= outputs):

Output 1 is geared towards strengthening and developing groups of local farmers and tourism

providers (e.g. through technical advice, training, investments in modern technologies).

Output 2 focuses on improving rural services that enhance competitiveness and innovative edge of

local producers and tourism service providers (e.g. through training and coaching, study tours,

investments in infrastructure).

Output 3 aims at providing platforms for dialogues and joining forces of representatives of local self-

governments, enterprises and civil society for local social and economic development.


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The programme´s overall approach is to implement activities via Calls for proposals (CfP). The CFP will

be open for civil society and non-governmental organisations as eligible participants. The awarded

applicants receive grants and conduct capacity building measures for producers, producer groups,

tourism providers and local self-governments, and facilitate dialogues between them.

Within this framework GIZ commissioned mascontour GmbH (represented by Matthias Beyer) and Anar

Orozobaeva with the implementation of a feasibility study that has been carried out between the 17th

of January and the 4th of March 2019. The feasibility study was focused on the programme´s future

activities with regard to the tourism sector and should support the definition of an impact-based

framework for the design and monitoring of the CfP with the aim to make sure that the proposed

activities and their implementation produce the expected results towards the fulfilment of the

programme´s leading indicators. Specifically, the assignment included the following main tasks according

to the Terms of Reference (ToR):

Carry out an inventory in the field of (rural) tourism on-site and analyse the potential to contribute

to the income generation of the target group.

Recommendations for tourism offers/tourism products to be promoted as well as, if necessary,

support of supportive framework conditions at local level.

Recommendations for interventions/activities in/for the selected tourism packages/focuses with the

aim to generate income in the resulting clusters incl. geographical priorities within Jalal-Abad and

possibly beyond (e.g. Osh).

Recommendations for the design of the CfP approach/guidelines for the promotion of tourism and

the development of clusters with regard to the objective of income generation.

Recommendations for the implementation of the baseline for the selected products and sub-regions

(plausibility considerations of the quantitative contribution to the achievement of the indicators at

the module and output level; support for defining the indicators, the conception/methodology of

implementing the baseline and setting up the monitoring and evaluation systems for tourism

activities).

The methodological approach for conducting the feasibility study was based on a comprehensive desk

research (e.g. revision of relevant documents, investigation and analysis of tourism and other facts and

figures, market and product research) as well as an on-site mission to Kyrgyzstan for further

investigations in Jalal-Abad region that took place between the 27th of January and the 10th of February

2019. Figure 1 shows the route and places visited during the on-site mission.

The on-site mission has been accompanied by Leonie Herhaus, GIZ development worker within the IRDP,

and included a round trip through Jalal-Abad with visits of the main tourism hotspots as well as

interviews with relevant public and private tourism stakeholders in Jalal-Abad region, Osh region and

Bishkek.

The interviews conducted during the on-site mission were based on a semi-structured interview guide.

This as well as the list of consulted stakeholders and photo impressions of the on-site mission can be

found in the annex of this report (see Chapters 4.1, 4.2, 4.6).


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The focus of the analysis during the on-site mission was mainly on the following tourism-related

subjects:

Destination Governance and Management

Destination Marketing and Branding

Tourism Employment and Level of Education

Tourism Demand

Tourism Supply

Quality and Sustainability Management

Synergies with other Donor Activities in Tourism

Figure 1: Route and places visited during the on-site mission

Source: mascontour GmbH

As a result, the present report includes the feasibility study with its main findings as well as strategic

recommendations for the successful implementation of the IRDP regarding appropriate tourism

interventions and monitoring.


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2 MAIN RESULTS OF THE FEASIBILITY STUDY ON RURAL TOURISM IN JALAL-ABAD REGION

2.1 General Facts and Figures

NATIONAL LEVEL

According to the Border Service of the Kyrgyz Republic, the number of foreign citizens crossing the

border of the Kyrgyz Republic amounted to 4.7 million people in 2017 and 6.9 million people in 2018.

These numbers include holiday visitors, people who came for business purposes and people who visited

friends and relatives (VFR travellers). As the Department of Tourism of the Kyrgyz Republic stated, the

majority of visitors came either for business or to visit their friends and relatives. Therefore, they do not

contribute substantially to tourism revenues. Less than half of the international arrivals (about 3 million

people) represented holiday visitors in 2018. The main flow of foreign visitors came from Kazakhstan,

Russia, Uzbekistan, Tajikistan, Turkey, China and India (see Figure 2). Moreover, there is the tendency of

increasing arrivals from the Arabic countries (e.g. UAE).

Figure 2: Foreign citizens crossed the border of Kyrgyzstan by country in 2017 (%)

Source: Border Service of the Kyrgyz Republic (2018)

However, currently there is no clear system for accounting visitor numbers in place. The data of the

National Statistical Committee of the Kyrgyz Republic, the State Border Service of the Kyrgyz Republic

and the Ministry of Culture, Information and Tourism of the Kyrgyz Republic have significant

discrepancies.

According to the Travel & Tourism Impact Study 2018 for Kyrgyzstan of the World Travel & Tourism

Council (WTTC), in 2017 Travel & Tourism directly supported 33,000 jobs (1.4% of total employment)

(see Figure 3). This is expected to rise by 6.5% in 2018 and rise by 3.6% pa to 50,000 jobs (1.8% of total

employment) in 2028. Moreover, in 2017 the total contribution of Travel & Tourism to employment,

including jobs indirectly supported by the industry, was 3.7% of total employment (90,500 jobs). This is


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expected to rise by 4.8% in 2018 to 95,000 jobs and rise by 0.9% pa to 104,000 jobs in 2028 (3.8% of

total employment).

Figure 3: Travel & tourism employment impact in Kyrgyzstan in 2017 and 2018

Source: Word Travel & Tourism Council (2018) https://www.wttc.org/-/media/files/reports/economic-impact-research/countries-2018/kyrgyzstan2018.pdf


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According to the Kyrgyz National Statistical Committee the average monthly salary in the hotel sector at

national level amounted to 17,485 Som in 2017 and in restaurants to 6,531 Som (see Table 1). However,

the same source of statistics stated that in 2017 the average monthly salary of employees in hotels and

restaurants of Jalal-Abad region only amounted to 7,202 Som and was therefore significantly lower than

at national level.

Based on estimates, in 2017 the export of tourism services (income from the reception of foreign

citizens), amounted to US $ 418.2 million according to the Kyrgyz National Statistical Committee. And

for 2018 income was more than US $ 400 million based on information of the Department of Tourism.

Table 1: Average monthly salary of tourism employees in Kyrgyzstan (2017)

AVERAGE MONTHLY SALARY OF TOURISM EMPLOYEES IN KYRGYZSTAN (2017)

Business entities operating in the field of tourism in Kyrgyzstan

Average monthly salary of employees of enterprises and organizations of tourism in Kyrgyzstan in 2017 (Som)

Hotels 17,485

Tourism enterprises and recreation facilities 9,211

Restaurants 6,531

Travel agencies 8,278

Sanatorium and Spa facilities 9,784

Natural parks and national reserve 11,599

Source: Kyrgyz National Statistical Committee (2018)

Kyrgyzstan has a visa-free regime for citizens of more than 60 countries including Armenia, Azerbaijan,

Belarus, Georgia, Kazakhstan, Moldova, Russia, Tajikistan, Vietnam, Cuba, Malaysia (up to 30 days),

Mongolia (up to 90 days), Turkey (up to 30 days), Ukraine (up to 90 days), Uzbekistan (up to 60 days) and

Japan. Moreover, in order to develop tourism and attract investment in 2012, Kyrgyzstan declared a visa-

free regime for a period of 60 days for citizens of Australia, Austria, Bahrain, Belgium, Bosnia and

Herzegovina, Brunei, Canada, Croatia, the Czech Republic, Denmark, Estonia, Finland, France, Germany,

UK, Greece, Hungary, Iceland, Ireland, Italy, Kuwait, Latvia, Liechtenstein, Lithuania, Luxembourg, Malta,

Monaco, Netherlands, New Zealand, Norway, Poland, Portugal, Qatar, Saudi Arabia, Singapore, Slovakia,

Slovenia, South Korea, Spain, doorman Sweden, the United Arab Emirates, the United States of America

and the Vatican.

The World Nomad Games is a new event (launched in 2014) that has brought the personality of the

Kyrgyz people to the forefront of the world’s media and had a positive impact on the development of

international visitor arrivals over the previous years. Nomadic sports, intelligence games, displays of

strength and pure showmanship are all showcased in this event that has been dubbed the “Olympics for

nomads”. Therefore, it is not surprising that in 2019 Kyrgyzstan takes the 5th place in the top 10 of best

travel destinations in the world according to Lonely Planet´s ranking: “Kyrgyzstan’s moment on the world

tourism stage seems to have come following huge buzz from the 2018 World Nomad Games, Central

Asia’s competition dedicated to its traditional (and quirky) regional sports. The time to visit has never

been better – more than 2700 km of newly marked trekking routes; a countrywide push of community-

run tour products; a revamped national highway system cutting transit times immensely; and a simplified

e-visa programme for those not on the list of 60+ visa-free countries – but do it now: Kyrgyzstan is quickly

becoming an in-the-know favourite for independent travellers seeking unspoilt natural beauty”.

https://www.lonelyplanet.com/kyrgyzstan


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Nevertheless, the Department of Tourism of the Kyrgyz Republic has only a limited budget of about

100,000 US $ annually (from this 50% go off for wages) and is affected by constant staff fluctuation that

hamper a coherent tourism development of the country. A sign of improvement represents the fact that

the Department of Tourism is planning to establish a new governmental agency shortly (called Kyrgyz

Tourism – budget: 50 million Som = 630,000 EUR per year) that will be responsible for the entire tourism

marketing of Kyrgyzstan.

Kyrgyzstan has air links with only nine countries, having the worst indicator in this sphere in Central Asia.

Air tickets in Kyrgyzstan are 39% more expensive compared to Kazakhstan and Uzbekistan. New

amendments on open sky policy imply the fifth degree of freedom of the air in the country – the right

of foreign aircrafts to unload or take on board in the territory of the country passengers, baggage, cargo,

mail, traveling to the territory of their own or another foreign state, or transport them to the territory

of Kyrgyzstan from the territory of their own or another state. It is expected, this would reduce the prices

for air tickets from 20 to 40%. Shortly first direct flights from Korea are planned.

The President of the Kyrgyz Republic declared 2019 as the Year of Regional Development and

Digitalization of the Country. Therefore, the National Tourism Development Programme for 2019-2023

pays attention to the digitalization of the tourism sector and the further promotion of the country's

tourism potential, as well as the main directions of the National Development Strategy of the Kyrgyz

Republic for 2018-2040.

Moreover, under the National Tourism Development Programme for 2019-2023 the Department of

Tourism is planning to develop an electronic inventory of tourist facilities at national level.

REGIONAL LEVEL (JALAL-ABAD)

The availability of reliable tourism-related data for Jalal-Abad is a general problem which makes in-depth

analysis and forecasting virtually impossible. The following sections present the data and facts that could

be obtained within the framework of the desk research and on-site mission, even if some of them appear

contradictory or unrealistic.

The Kyrgyz National Statistical Committee (KNSC) indicated that 74,192 visitors travelled in Jalal-Abad

region and stayed in accommodation facilities and/or visited protected areas in 2017 (see Table 2).

However, these data only include those that have been reported and therefore do not show the overall

picture. In addition, Jalal-Abad oblast administration gave the following data: in 2018 the total number

of visitors amounted to 533,795, out of them 486,485 people were domestic visitors, 42,649 visitors

from CIS countries and 4,421 from other countries (note: the sum of visitors according origin doesn´t

correspond with the indicated total number).


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Table 2: Number of visitors and length of stay in touristic facilities of Jalal-Abad region (2017)

NUMBER OF VISITORS AND LENGTH OF STAY IN TOURISTIC FACILITIES IN JALAL-ABAD (2017)

Touristic facilities

Capacity (number of

beds)

National share (%)

Number of tourists

National share (%)

Length of stay

1 day

Length of stay

1-3 days

Length of stay

4-7 days

Length of stay

8-28 or more

Touristic base 270 46.6 4,230 10.7

2,141 4,718 4,248 13,771

Sanatorium 378 9.1 9,429 16

Children sanatorium 225 65.2 4,650 90.3

Boarding house (Pansionat) 460 3.2 2,647 1.8

Recreation (base) center 120 21.2 2,137 16.6

Treatment resort for children 710 19.4 1,785 8.5

Hotel 29,141 13 2,389 2,5437 1,209 106

Natural parks and reserve 20,173 36.3

Total 74,192


The feasibility study showed that average number of foreign visitors in the analyzed destinations of Jalal-

Abad (e.g. Sary-Chelek, Arslanbob) is around 500 - 5,000 per year, whereby the number of domestic

visitors (who usually do not spend much money) is about 5-10 times bigger and according to the Kyrgyz

National Statistical Committee´s data even greater (see Table 3).

Table 3: Number of visitors in touristic facilities of Jalal-Abad region by origin (2017)

NUMBER OF VISITORS IN TOURISTIC FACILITIES OF JALAL-ABAD REGION BY ORIGIN (2017)

Touristic facilities Total number of visitors

Visitors from far away

Visitors from CIS Visitors from Kyrgyzstan

Touristic base 4,230

43 2 24,833

Sanatorium 9,429

Children sanatorium 4,650

Boarding house (Pansionat) 2,647

Recreation (base) center 2,137

Treatment resort for children 1,785

Hotel 29,141 1,362 300 27,479

Natural parks and Reserve 20,173 372 19,801

Total 74,192 1,777 302 72,113


The largest share of registered tourism business entities in Jalal-Abad in 2017 is accounted for

restaurants (total number: 529), followed by travel agencies (total number: 189) and hotels (total

number: 117) (see Table 4).


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Table 4: Registered tourism business entities in Jalal-Abad region by type (2017)

REGISTERED TOURISM BUSINESS ENTITIES IN JALAL-ABAD REGION BY TYPE (2017)

Registered business entities (legal entities and individuals) operating in the field of tourism, on the territory

Number in Jalal-Abad oblast in 2017

National share (%)

Hotels 117 9.6

Tourism enterprises and recreation facilities 69 7.1

Restaurants 529 9.7

Travel agencies 189 4.8

Sanatorium and Spa facilities 9 9

Natural parks and National reserve 6 27


The total income of registered enterprises in Jalal-Abad was 1,587.3 million Som in 2017 (see Table 5).

Table 5: Income of tourism enterprises in Jalal-Abad region (2017)

INCOME OF TOURISM ENTERPRISES IN JALAL-ABAD REGION (2017)

Income in 2017 Income (Som) in mio. National share (%)

Sanatorium resorts 81.3 12

Hotel and other type of accommodation

136.2 4.3

Food providers (café, restaurant) 1,369.8 14.2

Total 1,587.3


2.2 Destination Governance and Management

A growing number of destinations promote their tourism development in an increasingly professional

way, leading to a stiffening competition among tourism destinations. Within this competitive situation,

it is important for tourism destinations to develop a consistent governance and management system

aimed at sustainability and quality of the tourism products and considering the changing demands of

the market. Tourism development should not simply follow demand, it should start from a sustainable

management of the base capital of tourism (e.g. nature, landscape, culture). This should be connected

to the quality of the stay and the perception value for the visitor. The existence of tourism policies and

strategies, functional tourism management structures (e.g. a Destination Management Organisation –

DMO) and constant private as well public-private exchange between relevant tourism stakeholders (e.g.

through dialogue platforms or formal/informal networks) are only some examples that have to be taken

into account for analyzing the current performance of a destination in terms of governance and

management.


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With regard to Jalal-Abad region the main findings, gaps and needs on the subject of destination

governance and management can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – DESTINATION GOVERNANCE AND MANAGEMENT:

The overall responsibility for destination governance and management in Jalal-Abad region lies with

the central government in Bishkek (namely the Department of Tourism – DoT) following a centralized

structure of planning and decision-making processes in tourism.

The CBT network of the Kyrgyzstan Community-based Tourism Association (KCBTA) “Hospitality

Kyrgyzstan” consists of 4 CBT groups – from now on called CBT offices – that operate at the same

time as service provider, tour operator and tourist information: CBT Arslanbob (Public Fund

“Reliktovie Lesa”), CBT Jalal-Abad (Public Fund “South Mountains”), CBT Kara-Suu (Public Union

“Ecotourism Sary-Chelek”) and CBT Kazarman (Public Fund “CBT Makmal”). In 2018 they served

more than 4,500 tourists mostly from Europe, USA, Japan, Korea, Israel, Russia and other countries.

The CBT offices mostly work with a rotation system so that all members have the same chances for

getting clients. CBT members are required to pay 10-15% of their income to the local CBT offices to

cover running costs, 1% goes to a KCBTA fund.

Beside the CBT offices there are no other functional formal or informal structures for tourism

governance and management in place. And even the four CBT offices are under-equipped regarding

(skilled) staff, technical devices and information offer for visitors and difficult to find (no signage,

inadequate location).

So far there exists neither a regional tourism policy nor a tourism strategy for Jalal-Abad, even

though the DoT underlined the need for such guiding documents.

During the meetings the impression arose that the regional and local authorities generally show little

interest in tourism and lack professional knowledge and visions how to develop tourism. However,

the Head of the Department of Regional Development in Jalal-Abad City stated that tourism

development is one out of five priority topics within the mid-term Regional Development Plan 2018-

2023 (other topics are: development of production, development of agriculture, development of

infrastructure and access to clean water for the population). But unfortunately, there are no financial

resources available in order to take concrete action in tourism, financing depends finally on central

government´s decisions.

There is a general lack of information exchange and willingness to collaborate among the tourism

stakeholders.

In contrast to Jalal-Abad region, the neighbouring region Osh has a DMO (called Destination Osh)

that was funded by USAID but the financial support expires end of June 2019 and the future

existence is uncertain due to missing sustainable income streams and lack of further donor support.

Moreover, a public-private tourism council is under construction that should foster the mutual

exchange among tourism stakeholders in Osh.


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2.3 Destination Marketing and Branding

Tourism marketing can generally be divided into two areas: destination marketing and product

marketing. The former is a type of marketing that promotes a destination (town, city, region, country)

with a purpose to increase the number of visitors. In other words, destination marketing is tourism

advertising for a specific location. The more people visit a destination, the more money they spend. This

helps grow the local economy and attracts investors. Unlike product marketing, where the products are

delivered to customers through distribution channels, in destination marketing consumers travel to the

destinations. Therefore, a marketing analysis has to consider both, the external marketing efforts as well

as the marketing performance on the ground including the overall branding and brand image.

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of destination

marketing and branding can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – DESTINATION MARKETING AND BRANDING:

For a long time Jalal-Abad was politically classified as a “red zone” without any engagement in

tourism. Therefore, the region is touristically still undeveloped in comparison to Northern

Kyrgyzstan.

STRATEGIC AND OPERATIONAL RECOMMENDATIONS FOR THE IRDP AND CFP –

DESTINATION GOVERNANCE AND MANAGEMENT:

Due to the absence of professional destination governance and management structures in Jalal-Abad

and under consideration of their great importance for successful and competitive tourism

development it´s recommended to undertake activities for creating an enabling environment that

should facilitate the achievement of the envisaged module and output objectives and indicators via

the CfP. In this context the following activities should be taken into account:

Participatory development of a sustainable tourism strategy for Jalal-Abad.

Development and implementation of a capacity building programme for regional and local

authorities as well as relevant private tourism stakeholders on sustainable destination

development and management.

Fathoming collaboration opportunities with Destination Osh in terms of serving as a cross-

regional DMO for Osh and Jalal-Abad in terms of tourism planning, management and marketing

(business plan need to ensure long-term financial stability and independence).

Facilitating the establishment of a public-private tourism council at regional level following the

example of Osh.

Strengthening the capacities of the four CBT offices and staff with the aim to enable them to

serve at the same time as inbound operators, visitor information center and local destination

management entity.

Fostering the collaboration among private tourism providers at local level through the creation

of informal networks. As approach the establishment of so-called product clubs is recommended

which are the preferred instrument of the European Commission (see:

https://www.youtube.com/watch?v=Hg4Xl4Nlmn0).

https://www.youtube.com/watch?v=Hg4Xl4Nlmn0


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Despite the reasonable tourism potential of Jalal-Abad, it´s not a stand-alone destination but can be

combined with other Kyrgyz regions or Uzbekistan via integration into package tours and routes.

The vast walnut forests in Jalal-Abad are the largest of their kind in the world and therefore represent

an outstanding unique selling point for the destination that has not yet been adequately staged and

exploited.

There is no overall marketing and branding strategy for Jalal-Abad in place.

Local tourism stakeholders generally deplored the lack of (regional and international) awareness,

digital visibility and marketing of the region, which impedes both the sale of tourism products and

the increase in demand.

The region lacks a decentralized network of functional visitor information centers.

The general availability of tourism promotional and information materials and digital offers about

Jalal-Abad is very poor. The destination lacks professional, multilingual guidebooks, brochures and

maps as well as websites, apps and social media presence (Instagram, Facebook, Tripadvisor).

The current destination marketing depends mainly on the four CBT offices which are at least able to

provide basic information services to the visitors (but often with outdated materials and in a poorly

equipped environment).

The CBT offices are focussing there external marketing activities on social media (especially

Facebook) and mouth-to-mouth propaganda.


DESTINATION MARKETING AND BRANDING:

Due to the absence of professional destination marketing and branding structures concepts in Jalal-

Abad and under consideration of their great importance for successful and competitive tourism

development it´s recommended to undertake activities for creating an enabling environment that

should facilitate the achievement of the envisaged module and output objectives and indicators via

the CfP. In this context the following activities should be taken into account:

Development of a destination marketing and branding strategy for Jalal-Abad (defining product

lines, identifying the brand essence, storytelling etc.).

Development and implementation of a capacity building programme for regional and local

authorities as well as relevant private tourism stakeholders on destination marketing and

branding.

Improving the infrastructure conditions of the four CBT offices to serve as attractive visitor

information centers (e.g. laptop, monitor, brochure racks, signage).

Facilitating the production of professional visitor information materials for the entire region incl.

recommendations for thematic routes for individually travelling visitors (guidebook, product

brochures, maps).

Facilitating the online presence of Jalal-Abad as a tourism destination – for instance through a

regional website and social media (Instagram, Facebook, Tripadvisor) incl. target group-oriented

campaigns (e.g. blogger campaign).

Encouraging regional and international tour operators of relevant source markets to include Jalal-

Abad in their (cross-border/cross-regional) package tours (e.g. through the implementation of

fam trips in cooperation with national tour operators).

Fostering the national, regional and international awareness of Jalal-Abad as a tourism

destination along the silk road through the implementation of press trips in cooperation with the

Department of Tourism (increased media coverage, presence in guidebooks like Lonely Planet).


18 18

2.4 Tourism Employment and Level of Education

Tourism is comparatively a rather complex sector with multiple linkages into the rest of the economy.

Direct employment and income effects reflect direct tourist spending on tourism services, for instance,

on hotel accommodation, transportation and entertainment. Tourism also has significant indirect

impacts that are generated when tourism spending flows into non-tourism sectors in the local economy,

for instance, through purchases of local handicraft or textiles or when hotels source furniture or food

locally. Last but not least, tourism activities have so-called ‘induced effects’ resulting from the increased

income of wage-earners active in the tourism industry. Moreover, tourism has great potential to provide

jobs for young people, first-time job seekers, minority groups and retired people, or working mothers

looking for part-time employment. Fostering all these different effects requires to ensure that formal

education and vocational training systems are adapted to the rapidly changing human resource needs

of the industry, covering a variety of skills and customer service.

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of tourism

employment and level of education can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – TOURISM EMPLOYMENT AND LEVEL OF EDUCATION:

Main source of income for the local population in Jalal-Abad is cattle farming and agriculture (e.g.

honey and walnut production).

Tourism already serves as important additional source of income for many farmers. For instance: In

Arkyt 60% of local residents have income through tourism, in Padysha-Ata one guesthouse provides

jobs for up to five people and 50 local people have additional income related to tourism, tour guides

in Sary-Chelek as well as a tour driver in Jalal-Abad City stated to have 15-20% more income through

tourism.

The range of direct jobs in tourism mainly includes working in accommodation facilities

(guesthouses, hotels, resorts) and working as (trekking) tour guide, tour driver, cook, worker or

porter. All jobs are seasonal (May-September) because winter tourism is not yet properly developed.

The range of indirect jobs/income sources in tourism mainly includes the provision of goods

(especially honey, walnuts and walnut products, handicrafts) and services (especially horse rental).

The local population of Jalal-Abad is generally demonstrating interest and openness in tourism and

is willing to further improve and develop the tourism offer within their means.

According to the interviewees neither the local universities nor the Technical and Vocational

Education and Training Institutions (TVET) are able to offer adequate, contemporary education in

tourism. Many staff in tourism (e.g. in Sary-Chelek) received their last training more than 10 years

ago (provided by Helvetas). Moreover, training offers in the past were often not sufficiently practical-

oriented and lacked process-oriented support for transferring theoretical knowledge into practice.

For these reasons the whole destination of Jalal-Abad is characterized through a considerable

absence of properly skilled tourism staff.

The main identified training deficits in tourism are the following: English skills (tourism staff often

use smartphone translation apps for the communication with visitors), local and innovative food

preparation and hygiene (e.g. vegetarian and vegan dishes), visitor service and relationship,

professional organization of guided tours, first aid and specialized knowledge (e.g. about flora and

fauna to offer professional birdwatching tours).


19 19

2.5 Tourism Demand

To view the demand, it must be differentiated between domestic visitors (living in the respective

destination), regional visitors (living in neighbouring countries of the respective destination) and

international visitors (living elsewhere in the world). Beside the origin and quantity of visitors travelling

to a respective destination it is also important to look at their overall travel characteristics, mindset and

behaviour to get a better understanding of the market and its specific visitor segments.

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of tourism demand

can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – TOURISM DEMAND:

The most visited sub-destinations in Jalal-Abad are Arslanbob (according to CBT office: ca. 16,000

visitors in 2018, mainly domestic visitors) and Sary-Chelek (according to nature reserve

administration: 16,500 registered visitors but estimated dark figures amount to 30,000 visitors in

2018, almost all domestic visitors). Other popular sub-destinations are Padysha-Ata Nature Reserve

(according to nature reserve administration: 3,207 domestic visitors in 2018, no figures for

international visitors) and Kazarman (according to CBT office: 700 - 1,000 visitors in 2018, mainly

international visitors).

Many interviewees expressed their dissatisfaction with the current demand and visitor numbers.

However, especially in Arslanbob and Sary-Chelek local stakeholders don´t see the need for further

increase of visitor numbers in high season but to improve the general service quality and to extend

the season towards winter months.

The great majority of visitors in Jalal-Abad region are domestic tourists, often day visitors (especially

in Sary-Chelek). International visitors come mainly from European countries representing


TOURISM EMPLOYMENT AND LEVEL OF EDUCATION:

Development and implementation of a capacity building programme for local staff working in

tourism to improve the general tourism-related know-how and framework conditions for better

additional income opportunities. Recommended focus topics for the training: English skills, local

and innovative food preparation and hygiene, visitor service and relationship, professional

organization of guided tours, first aid and specialized knowledge (e.g. about flora and fauna to

offer professional birdwatching tours).

Instead of or in addition to classroom/face-to-face training it´s strongly and generally

recommended to take into account new training approaches to reach a wider audience and to

facilitate better knowledge sharing: for instance through the production of short (whiteboard)

training videos that can be watched (online and offline) by everyone at any time via the own

mobile/smart phone, simply prepared (digital and printed) manuals and checklists, as well as

study tours to present good practices.

Training offers should always be designed by practitioners and accompanied by process-oriented

coaching to ensure a proper transfer of knowledge into practice.


20 20

predominantly low budget backpacker tourists who tend to look for the cheapest offers (see also

Figure 4).

The main purposes for international visitors to come to Jalal-Abad region are experiencing nature,

do outdoor sport activities (mainly trekking and hiking) and discover the daily life of local people.

Regional visitors often have special interests (e.g. pilgrimage) and domestic visitors are mainly short

holiday makers who are looking for recreational activities (see also Figure 5).

The share between individual and package visitors is difficult to estimate but especially for Arslanbob

and Sary-Chelek can be assumed that package visitors play quantitatively an important role.

The average length of stay of visitors is between one and three days.

Based on the primary research during the on-site mission, the following table presents some facts &

figures about the demand, income and fees in Jalal-Abad region.

Table 6: Facts & figures about demand, income and fees in Jalal-Abad region

FACTS & FIGURES ABOUT DEMAND, INCOME AND FEES IN JALAL-ABAD REGION

Tourism destinations

Demand, income and fees (facts & figures as far as available)

Jalal-Abad City • A CBT driver stated to have 20% more income through tourism

• Number of CBT clients: 341 clients (2018) and 475 clients (2017)

• CBT income: 251,000 Som (2018) and 326,000 Som (2017)

Arslanbob • CBT provided 162 farmers with an additional income through tourism in 2018

• Number of CBT clients in 2018: 2,800 clients in summer and 80 clients in winter

Sary-Chelek • CBT provided 50-80 farmers with an additional income through tourism in 2018

• Daily service fee: Horse rental 900 Som, English speaking guide 1,800 Som, Russian speaking guide 1,500 Som, worker 1,200 Som, cook 1,600 Som

• Entrance fee for Sary-Chelek Nature Reserve: Foreigners 400 Som, domestic visitors 100 Som

• Total income of the reserve administration through tourism in 2018: 2,940,000 Som (income remains with the administration, but head agency decides what the money may be used for). It is planned to invest 500,000 Som in maintenance of three hotels and a museum all runned by the administration.

Padysha-Ata • Entrance fee for Padysha-Ata Nature Reserve: Foreigners 600 Som, domestic visitors 50 Som, cars 100 Som

• Total income of the reserve administration through tourism in 2018: 251,000 Som (40% of the total budget of the administration, income remains with the administration that also decides what the money may be used for)

Kerben • Visitor number of Shakh-Fazil Archaeological Complex in 2018: 5,000 visitors



21 21

The following figure gives an overview of the origin of visitors in Jalal-Abad including a rough

quantification.

Figure 4: Origin and rough quantification of visitors in Jalal-Abad region

Source: mascontour GmbH (based on information received by interviewees)

Based on the impressions and information gathered during the mission the following figure presents an

overall segmentation of visitors for Jalal-Abad region.

Figure 5: Overall visitor segmentation for Jalal-Abad region

EUROPE

Austria, Belgium, Czech Republic,

France, Germany, Italy, Netherlands, Spain, Switzerland,

United Kingdom

ASIA

China, India, Israel, Japan,

Korea, Malaysia, Singapur

CIS Countries

Kazakhstan, Russia, Tajikistan,

Uzbekistan

Arabian Peninsula

Saudia Arabia, UAE USA +

Australia

Kyrgyzstan

International Backpackers

International Individual Travellers

International Package

Travellers

• Market share: High share amongst international visitors

• Origin: Europe, USA, Australia, Asia

• Accommodation: Low class/budget segment

• Characteristics: Modern and technical-oriented mindset and travel behaviour, very price sensitive, look for diversion and relations to like-minded people

•

• Market share: Low share amongst international visitors

• Origin: Europe, USA, Australia, Asia, Arabian Peninsula

• Accommodation: Low to middle class/budget segment

• Characteristics: Alternative and sustainable-oriented mindset and travel behaviour, seek pure and close nature and culture experiences

• • Market share: Medium share amongst international visitors

• Origin: Europe, USA, Australia, Asia

• Accommodation: Middle class/budget segment

• Characteristics: Entertainment and consumption-oriented mindset and travel behaviour, place high significance on contrasting experiences (i.e. different from their day-to-day lives)


22 22

Source: mascontour GmbH (based on information received by interviewees)

In addition, latest demand trends with regard to relevant source regions and market segments of Jalal-

Abad region have been compiled that should serve as a guide for future decision making on promising

and realistic interventions within the IRDP and CfP (see Chapter 4.5):

DEMAND TRENDS OF RELEVANT SOURCE REGIONS

Europe:

European outbound travel increased by 5% between January and August 2018. After an

exceptionally strong 2017, Europe is still on a solid growth path, however, could not surpass the

figures from previous years. Forecast for 2019 is positive with expected growth of 5% more

international trips.

Tour holidays increased by 5% in 2018.

Strongest source market: Poland.

Also positive: Sweden, Russia, Italy, Germany, Austria.

Underperformers: Switzerland, Denmark, United Kingdom.

Best performing destinations: Turkey and Greece.

Underperforming: Spain and UK.

Asia:

International outbound trips of Asian travellers have increased by 8% in the first eight month of the

year 2018. After only moderate growth rates in 2017, Asia was one of the key growth drivers of

international travel in 2018. The forecast for 2019 remains positive, however is suggesting a slower

growth.

Tour holidays declined by -2% in 2018.

Looking at Asian source markets, China has been a key growth driver with 13% more Chinese

outbound trips.

Forecast for 2019 is suggesting a slow-down ingrowth, however still positive with an expected plus

of 6%.

Regional Individual/Package

Travellers

Domestic Short Holiday Makers

• Market share: Low share amongst all visitors

• Origin: CIS Countries

• Accommodation: Middle class/budget segment

• Characteristics: Self-centered and special interest mindset and travel behaviour (e.g. pilgrimage), look for personal, tailor-made products and exchange on similar terms

• Market share: High share amongst all visitors

• Origin: Kyrgyzstan

• Accommodation: Low to middle class/budget segment

• Characteristics: Time sensitive and target-oriented mindset and travel behaviour, expect attractive leisure offers according to their needs and interests, very often day visitors, low expenditures


23 23

DEMAND TRENDS OF RELEVANT MARKET SEGMENTS

Muslim Travellers:

Muslims are estimated to make up 25% of the world’s population by 2030 and are the fastest-

growing religious group in the world. In some Muslim-dominated markets a thriving middle-class is

emerging with growing buying power and a new consumer behavior. One consequence has been an

increase of international trips by Muslim travelers. With strong growth forecasted, halal travel offers

huge potential for destinations around the world.

Growth of international trips by source markets with a predominantly Islamic population was 40%

higher in past 5 years compared to the rest of world.

60% of Muslim trips go to Asia.

Muslim travellers are comparatively young, with 75% between 25 and 44 years.

Activities: Stronger focus on shopping when visiting cities or on tour holidays, less focus on

sightseeing and museums. However, 10% of all trips are for religious purposes or pilgrimage.

For the travel industry that means fulfilling specific faith-based needs, such as preparing food

according to halal rules, adapting meal times during Ramadan, offering prayer facilities, providing

separate swimming pools for males and females and offering entertainment catered towards

Muslims.

Millennials:

Usually defined as people being born between 1980 and 2000, Millennials are tech-savvy, highly

educated and grew up with the internet. After Baby Boomers and Generation X, they are the next

big key market and the largest age group for international travel. However, this group is quite

inhomogeneous: some are just about to leave school, while others are in their thirties with stable

income and kids.

Outbound trips of Millennials grew by 15% in 2017, and therefore twice as strong as the total market.

Millennials hold a market share of 40%, making them the largest age group for international travel.

USA is the biggest source market of millennial outbound travelers in 2017. This is followed by China,

Great Britain and Germany. In sum, these 4 source markets make up 35% of all millennial outbound

travels.

Travelling for holidays is the primary purpose.

Millennials are better educated.

Still lower income in comparison, despite steady increase in recent years.

Above average share of female travelers.

Well-informed before travelling and use of more source of information for travel planning.


24 24

2.6 Tourism Supply

2.6.1 Tourism Product Lines and Offers/Services

A tourism product can be defined as the sum of the physical and psychological satisfaction it provides to

visitors during their travelling route within the destination. The tourism product focuses on facilities and

services designed to meet the needs of the visitor. It can be seen as a composite product, as the sum

total of a destination’s visitor attractions, accommodation and gastronomy (see Chapter 2.6.2),

transport (see chapter 2.6.3) and of entertainment and other services (see Chapter 2.6.4) which result

in customer satisfaction. Each of the components of a tourism product is generally offered by individual

service providers.

For a better overview and understanding, the following figure presents the main tourism destinations,

natural and cultural highlights, as well as airports and border crossing points in Jalal-Abad region.


TOURISM DEMAND:

Putting a stronger focus on analyzing the existing overall market segments (e.g. through visitor

surveys) with the aim to identify their specific needs and to extend their length of stay (especially

Muslim tourists from neighbouring countries and Millennials).

Increasing the willingness of visitors to spend more money for existing tourism services through

the improvement of service quality (especially Millennials/international backpackers).

Improving the exploitation of the big number of domestic short holiday makers by encouraging

them to spend more money during their travel in Jalal-Abad region through provision of new,

tailor-made services and goods.

As potential new target groups international student groups, scientists, volunteers as well as the

quite big expat community should be stronger taken into account.


25 25

Figure 6: Tourism highlights and infrastructure of Jalal-Abad region at a glance


With regard to Jalal-Abad region the main findings, gaps and needs on the subject of tourism product

lines and offers/services can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – TOURISM PRODUCT LINES AND OFFERS/SERVICES:

The tourism season of Jalal-Abad is focussed on summer time (May to September) and with it very

short. However, some destinations (especially Arslanbob) are already offering activities and services

in the winter time on a low level. There is a fundamental interest among local stakeholders and

destinations to further develop winter tourism with the aim to extend the tourism season (especially

in Arslanbob, Sary-Chelek and Kazarman).

The main tourism product lines of Jalal-Abad region are adventure and outdoor sport tourism,

nature tourism, cultural tourism, agrotourism and pilgrimage tourism which all include a range of

specific offers and services for the visitors (see Table 7) and can still be expanded in some cases or

supplemented with new products (see Table 8).

Jalal-Abad has a number of important historical islamic sites (e.g. Shakh-Fazil Archaeological

Complex near Ala-Buka, Holy Lake in Arslanbob) that are essential points of interest for domestic

and regional pilgrim tourists.

All four CBT offices in Jalal-Abad City, Arslanbob, Kazarman and Sary-Chelek are engaged in providing

own services and guided tours to attract visitors and most of them also work with national tour

operators. For instance, the CBT office in Jalal-Abad City recently developed 11 new guided tours in

the surroundings of the city to extend visitor´s length of stay.

Link to Google Map:

https://drive.google.com/open?id=1tz3DTRsgOhX21GPA0ivH8OaGGABNhbSN&usp=sharing

https://drive.google.com/open?id=1tz3DTRsgOhX21GPA0ivH8OaGGABNhbSN&usp=sharing


26 26

Border crossing for international visitors between Uzbekistan and Kyrgyzstan is only possible at the

border crossing point near to Osh, in contrast for regional visitors further border crossing points are

available along the border of both countries (but they are sometimes closed).

Even though the cities of Osh and Jalal-Abad don´t provide significant attractions they generally

serve as starting point for visitors who want to travel to Jalal-Abad region because of the existence

of an airport in both cities and the international border crossing point near to Osh.

The absence of adequate equipment still hampers competitive tourism development in Jalal-Abad.

This applies in particular to equipment needs for trekking tours (lack of sleeping bags, tents and yurts

for base camps in the mountains, dishes and cutlery, transportable toilets and showers, transport

equipment for horses, cameras for taking own pictures and videos, communication devices like

satellite telephones). Moreover, in case of further developing winter tourism the purchase of skiing

equipment for rental will be required.

Several destinations have made plans for the future to strengthen tourism but often lacking financial

resources and technical knowledge for realizing them completely and professionally. For instance:

the CBT office in Arslanbob wants to have a climbing wall to train young people as rock climbing

guides. Kazarman is planning to open an information office during the year. The Dashman Nature

Reserve administration office considers to establish a walnut museum in Gumkhana village located

near to Arslanbob (see separate minutes prepared for GIZ). Moreover, the Sary Chelek Nature

Reserve administration wants to provide a self-financed website for visitors and the Padysha-Ata

Nature Reserve administration aims at constructing cottages and yurts for visitors at the entrance of

the nature reserve.

The general tourism-related infrastructure conditions in the nature reserves are still quite low. At

least both Sary-Chelek and Padysha-Ata Nature Reserve have some basic trails and signage in Kyrgyz

(in case of Padysha-Ata) and English (in case of Sary-Chelek). Moreover, Sary-Chelek has a museum

in Arkyt runned by the nature reserve administration (1,000 visitors per year which means that every

thirtieth visitor of the nature reserve visits the museum, entrance fee 20 Som per person). And at

the entrance of Padysha-Ata Nature Reserve there are some buildings used for scientific studies with

space for other purposes (e.g. a visitor center).

The following table represents the main tourism product lines of Jalal-Abad with their assigned tourism

offers and services.


27 27

Table 7: Existing tourism product lines and tourism offers/services in Jalal-Abad region

EXISTING TOURISM PRODUCT LINES AND TOURISM OFFERS/SERVICES IN JALAL-ABAD REGION

Existing tourism offers/services Tourism destinations in Jalal-Abad

Enti

re J

alal

-Ab

ad

Jala

l-A

bad

Cit

y

Ars

lan

bo

b R

egi

on

Ke

rbe

n R

egi

on

Sary

-Ch

ele

k R

egi

on

Pad

ysh

a-A

ta R

egi

on

Kaz

arm

an R

egi

on

Adventure & outdoor sport tourism

Hiking/guided hiking tour

Trekking/guided trekking tour

Mountain climbing/guided mountain climbing tour

Mountainbiking/ guided mountainbiking tour

Guided back-country skiing tour

Horseback riding/guided horseback riding tour

Cycling

Motorbiking tour

Car tour

Nature tourism

Enjoying (pristine) mountain landscapes, forests, rivers, lakes, waterfalls

Animal observation (snow leopards, bears, deers)

Bird watching/guided bird watching tour

Cultural tourism

Experiencing local traditions and customs (e.g. music, dance performance)

Experiencing nomadic lifestyle (e.g. yurt setting, accommodation in a yurt)

Experiencing historical/traditional art (e.g. rock carvings, petroglyphs drawings)

Tasting local cuisine

Cooking lessons (e.g. making local bread)

(Guided) village excursion


28 28

EXISTING TOURISM PRODUCT LINES AND TOURISM OFFERS/SERVICES IN JALAL-ABAD REGION

Existing tourism offers/services Tourism destinations in Jalal-Abad

Enti

re J

alal

-Ab

ad

Jala

l-A

bad

Cit

y

Ars

lan

bo

b R

egi

on

Ke

rbe

n R

egi

on

Sary

-Ch

ele

k R

egi

on

Pad

ysh

a-A

ta R

egi

on

Kaz

arm

an R

egi

on

Museum visit

Sanatorium visit

Theater visit

Agrotourism

Experiencing daily life of local farmers (e.g. milk and honey production)

Guided pasture excursion

Harvesting assistance (cotton, walnuts)

Pilgrimage tourism

Visit of historical, Islamic sights/locations (e.g. Shakh-Fazil Archaeological Complex, Holy Lake)


Based on the analysis of existing tourism offers and services the following table presents some

recommendations which of the existing ones should be further expanded in terms of sales and supply

as well as some ideas for potential new tourism offers and services.

Table 8: Strengthening of tourism offers/services in Jalal-Abad region

STRENGTHENING OF TOURISM OFFERS/SERVICES IN JALAL-ABAD REGION

Expanding sales and supply of existing tourism offers/services

Ideas for new tourism offers/services

Adventure & outdoor sport tourism

• Winter tourism offers/services • Rafting (Arslanbob)

• Horse-drawn carriage tours

• Caravan tourism


29 29

STRENGTHENING OF TOURISM OFFERS/SERVICES IN JALAL-ABAD REGION

Expanding sales and supply of existing tourism offers/services

Ideas for new tourism offers/services

Nature tourism

• Animal observation (snow leopards, bears, deers)

• Bird watching

• Establishment of local/regional events or festivals

• Educational tourism (e.g. local school and student groups)

• Fishing

Cultural tourism

• Experiencing local traditions and customs (e.g. music, dance performance)

• Experiencing nomadic lifestyle (e.g. yurt setting, accommodation in a yurt)


• Private visits of local people (storytelling of daily life and history)

• Experiencing shamans

• Internet cafés

• Visitor centers (at the entrance or near to nature reserves)

Agrotourism

• Experiencing walnuts (cuisine, walnut products, storytelling etc.)

• Harvesting assistance (cotton, walnuts)


• Volunteer tourism

Pilgrimage tourism

• Visit of historical, Islamic sights/locations (e.g. Shakh-Fazil Archaeological Complex, Holy Lake) – pilgrimage and halal tourism



Beside the provision of tourism offers and services through local tourism service providers and national

tour operators there are also many international tour operators who already offer Jalal-Abad in (cross-

border) package tours with up to 20 people (see Annex 4.3). Cross-border package tours between

Uzbekistan and Kyrgyzstan usually include a visit of the Fergana Valley in Uzbekistan and cultural sites in

Andijon (see Figure 7) followed by the border crossing near to Osh. On the Kyrgyz side the package tours

continue in most cases on one of the following routes focussing on the main destinations of Jalal-Abad

region (see Figure 8):

Jalal-Abad City - Arslanbob - Sary-Chelek - Chychkan Gorge - Bishkek

Jalal-Abad City - Arslanbob - Sary-Chelek - Toktogul - Bishkek or Issyk Kul

Jalal-Abad City - Arslanbob - Toktogul - Bishkek or Issyk Kul

Jalal-Abad City - Kazarman - Issyk Kul


30 30

Figure 7: Tourism hotspots of Uzbekistan in the border area of Jalal-Abad region


Figure 8: Travel routes of cross-border package tours (provided by international tour operators)


Link to Google Map: https://www.google.com/maps/d/viewer?ll=40.78863241066057%2C72.2763600331482&z=10&mid=13uOSZQ3cGU8SCIGjYaKyQf0T_hz8DmQu

Uzbekistan

Jalal-Abad Region

Fergana Valley

Andijon


31 31

2.6.2 Accommodation and Gastronomy

Accommodation and gastronomy are essential elements of a tourism product (see Chapter 2.6.1) and

include any kind of commercial or non-commercial overnight/food facility provided by third parties

during a journey (such as resort, hotel, motel, lodge, guesthouse, bed & breakfast, tent, homestay or

restaurant, canteen, café, fast food provider, street vendor etc.).

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of accommodation

and gastronomy can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – ACCOMMODATION AND GASTRONOMY:

The general accommodation offer of Jalal-Abad region includes resorts, hotels, guesthouses, tent

and yurt camps. But the predominant offer are guesthouses runned by local farmers (many of them

are CBT members) who provide rooms and meals in their own houses. Therefore, the general

comfort and price standard of accommodation facilities is comparatively low which also explains the

high demand and volume of low budget visitors in Jalal-Abad (see Chapter 2.5).

With the exception of cities (like Jalal-Abad City) the gastronomic offer is very limited in terms of

number and food variety. However, the restaurants mainly provide local dishes at low prices and

good quality but are not geared towards international guests (no international food offer, no English

menus).

Even though many of the international visitors travelling with a tour operator would be interested

to stay in guesthouses, they usually prefer hotels because of the better comfort standard (see also

Chapter 2.7). This applies in particular to visitors from Asian and Arabic countries who generally have

higher expectations on service quality (e.g. Arabic speaking tour guides).

Most of the guesthouses don´t have enough rooms and/or proper conditions to accommodate

bigger visitor groups (15-20 people) coming from tour operators. Therefore, tour operators often

prefer other facilities because they don´t want to spread the group over several guesthouses.


TOURISM PRODUCT LINES AND OFFERS/SERVICES:

The extension of season, the extension of length of visitor´s stay and the creation of greater

incentives to spend money (especially for domestic visitors) should be the guiding strategic principles

to achieve constant and improved additional income opportunities for the local population in rural

areas. In this respect, the following measures should be taken into account:

Facilitating the expansion of sales and supply of those local tourism offers/services which have

market potential but are still weak (see recommendations in Table 8).

Fostering the improvement of the existing range of local tourism offers/services, amongst others

by providing financial support for the purchase of equipment and infrastructure needs as well as

by a stronger focus on market segment oriented, tailor-made product design (see Figure 5).

Supporting the diversification of the existing range of local tourism offers/services by taking into

account the proposed ideas (see Table 8), by enabling local tourism stakeholders to develop new

tourism products as well as by facilitating business-start-ups (e.g. for opening an internet café).

Encouraging national and regional tour operators to develop more (cross-border) tourism

packages for the domestic and regional market (see the list of Uzbek tour operators in Chapter

4.4).


32 32

A big challenge for guesthouse owners represents their low marketing skills and

underdeveloped/not existing sales channels for selling their product. Due to the reasons described

above many guesthouses can´t collaborate with tour operators. And almost no guesthouse takes

advantage of the internet (even though the majority has internet access) and online booking

platforms (e.g. booking.com, airbnb), whereby those who use these platforms have significantly

higher demand and sales. The commission for booking.com is 15% of the room price.

Many guesthouses are located far away from tourism hotspots (such as Arslanbob or Sary-Chelek)

in remote areas/small villages facing the risk to be excluded of usual tourist routes and package

tours.

During the meetings the impression arose that guesthouse owners sometimes show insufficient

willingness and flexibility to find adequate solutions to existing problems themselves instead of

waiting and requesting external financial support.

A possible obstacle or threat for running a guesthouse as a farmer is the fact that tourism´s high

season and harvest season take place at the same time which could lead to staff shortages for one

side or the other.

Regular power blackouts of the public power grid affect constant electricity supply of

accommodation and gastronomy facilities because alternative solutions are too expensive (e.g.

diesel generators) and/or difficult to get (e.g. solar power).

The following figure presents Jalal-Abad´s accommodation facilities identified through desk research and

during the on-site mission and therefore makes no claim to completeness. Additionally, an excel-based

accommodation database will be provided that includes all research results.

Figure 9: Identified accommodation providers in Jalal-Abad region at a glance


Based on the primary research during the on-site mission, the following table presents the main facts &

figures about the accommodation supply in Jalal-Abad region.

Link to Google Map: https://drive.google.com/open?id=1ddb9PAvvexIbJgcwErG_ZN0lBrPpaDN2&usp=sharing

https://drive.google.com/open?id=1ddb9PAvvexIbJgcwErG_ZN0lBrPpaDN2&usp=sharing


33 33

Table 9: Facts & figures about accommodation supply in Jalal-Abad region

FACTS & FIGURES ABOUT ACCOMMODATION SUPPLY IN JALAL-ABAD REGION

Tourism destinations

Accommodation supply (facts & figures as far as available)

Jalal-Abad City • 8 CBT guesthouses (6 guesthouses have 2 Edelweiss and 2 guesthouses 1 Edelweiss)

• CBT guesthouse prices per night and p.P. incl. breakfast: Guesthouse with 1

Edelweiss 650 Som, with 2 Edelweiss 950 Som, with 3 Edelweiss 1,150 Som

• Health resort: Owned by trade union, famous for its mineral water spring, poor

infrastructure conditions but extraordinary offers for health treatment,

patients/overnight guests mainly from the domestic market

Facts & figures of interviewed guesthouse in Kara-Alma:

• 6 guesthouses in the village

• Interviewee is CBT member

• Room capacity: 5 rooms

• Demand: 15 overnight guests in 2018, 10 overnight guests in 2017

• Price per night: 650 Som p.P. incl. breakfast

• Length of stay: 1-2 days

• Income share of tourism: 10%

Arslanbob • 22 CBT guesthouses (1 guesthouse has 3 Edelweiss, 7 guesthouses 2 Edelweiss

and 14 guesthouses 1 Edelweiss)

• resorts: Owned by trade union, overnight guests mainly from the domestic

market

Facts & figures of interviewed guesthouse in Kyzyl-Unkur:

• 5,000 residents and 2 guesthouses in the village

• Room capacity: 2 rooms, outside camping place

• Demand: 29 overnight guests in 2018

• Price per night: 600 Som p.P. incl. all meals, camping: 500 Som p.P. incl. all meals


• Estimated costs for required infrastructure purchases: Sanitation 100,000 Som and heater 80,000 Som

Sary-Chelek • 3 hotels (all runned by the nature reserve administration) and 40 guesthouses

(out of them 2 CBT guesthouses, both have 2 Edelweiss) in Arkyt

Facts & figures of interviewed guesthouse in Arkyt:

• Interviewee is CBT member

• Demand: 200 overnight guests in 2018

• Price per night: 700 Som p.P. incl. breakfast (300 Som for dinner, 300 Som for lunch box)

• 10% discount for tour operators, 20% discount for tour guides, cooks and drivers

• 90% of income through tourism


34 34

FACTS & FIGURES ABOUT ACCOMMODATION SUPPLY IN JALAL-ABAD REGION

Padysha-Ata • 10 guesthouses, 2 camps and 1 resort

• Resort received 2,000 overnight guests in 2018

Kazarman • 4 CBT guesthouses (3 guesthouses have 3 Edelweiss and 2 guesthouses 2 Edelweiss)

Toktogul • 4 guesthouses and 3 hotels

Facts & figures of interviewed guesthouses:

• Price per night: 600 Som per Person (p.P.) incl. breakfast


• Working successfully with booking.com



ACCOMMODATION AND GASTRONOMY:

The facilitation of market access and the general improvement of comfort and quality standards of

accommodation and gastronomy facilities in combination with a justifiable price increase of room

rates and services as well as the extension of marketable capacities should be the guiding strategic

principles to achieve constant and improved additional income opportunities for the local population

in rural areas. In this respect, the following measures should be taken into account:

Providing tailor-made capacity building measures and technical advice for achieving competitive

and marketable comfort and quality conditions (see detailed recommendations in Chapter 2.7).

Development and implementation of a capacity building programme for owners of

accommodation and gastronomy facilities to strengthen their self-marketing capacities regarding

the use of online-booking platforms (booking.com, airbnb etc.) and social media platforms

(Tripadvisor, Facebook, Instagram etc.).

Supporting the development and (online/print) publication of a directory of Jalal-Abad´s

marketable accommodation and gastronomic offer (for instance, in combination with thematic

route proposals in a map) to facilitate both, travel planning for individual visitors as well as the

inclusion of service providers (located in remote areas) in tourist routes and package tours.

Encouraging the diversification of the existing range of accommodation offers through the

development of new accommodation products, such as (yurt/tent) camping/glamping on a

campsite or on farmer´s property (this applies in particular to those farmers who are unable to

deliver adequate in-house accommodation conditions).

Providing access to financial support for extending room capacities of those accommodation

providers who meet international quality and service standards (e.g. in cooperation with the

USAID Enterprise Competitiveness Project, see Chapter 2.8).


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2.6.3 Transport

The consideration of transport in tourism includes the access of the respective destination as well as the

general transport and infrastructure conditions within the destination by air, land and water.

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of transport can be

summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – TRANSPORT:

By air Jalal-Abad region can be reached comfortably via the international airport of Osh that provides

several flight connections within the country as well as with Russia (St. Petersburg, Moskow,

Nowosibirsk, Yekatarinburg and Nischnewartowsk). Moreover, several domestic airports in Jalal-

Abad region can be used (airport of Jalal-Abad City, airport of Kerben, airport of Kazarman, airport

of Toktogul and airport of Kanysh-Kiya).

In contrast, the general road access and connection of Jalal-Abad from the Northern part of the

country is still quite uncomfortable (long distance – ca. 12 h from Bishkek to Jalal-Abad City,

insufficient and dangerous road conditions in some parts). However, the Kyrgyz government is

planning the construction of a new road connection between Jalal-Abad City and Issyk Kul through

Kazarman (completion within in the next years) which will facilitate perspectively the access for

visitors to Jalal-Abad region in general and Kazarman in particular.

Apart from the border checkpoint near Osh there are no other border crossing points for

international visitors available between Uzbekistan and Kyrgyzstan.

The road network within Jalal-Abad lacks tourism-related signage (in English) and partly

maintenance to easily reach remote areas (e.g. Padysha-Ata and Sary-Chelek Nature Reserve).

Individual tourists mainly use public transport options (buses), taxis, rented cars or motorbikes (one

car and motorbike rental company has been identified in Osh), own (mountain-)bikes or drive by

hitch. Especially in remote areas of Jalal-Abad region it is difficult for visitors to move around on their

own.


TRANSPORT:

Even though the general transport infrastructure conditions have some shortcomings the project

should not focus particularly on these aspects as they are not directly relevant to the

achievement of the module and output objectives and indicators. In this context it is

recommended to concentrate mainly on awareness raising among local and regional authorities

regarding the importance of adequate transport infrastructure conditions (especially tourism-

related signage in English).

The general improvement of mobility conditions for individual tourists is equally important for

the attractiveness of the destination and the opportunity for (additional) income and job

generation. As potential approaches the following actions should be taken into account:

Strengthening the linkages between private taxi drivers and the tourism sector, encouraging local

people to provide private transport services for visitors via Uber (www.uber.com) or car rental

services as business start-up.

https://en.wikipedia.org/wiki/Kanysh-Kiya

http://www.uber.com/


36 36

2.6.4 Supply of non-touristic Goods and Services

Beside the provision of tourism services, the sector also provides many possibilities for additional

income generation and job creation for people outside the tourism industry through the supply and

selling of other, non-touristic goods and services to visitors and tourism service providers. For taking

advantage of these economic benefits appropriate procurement policies and strategies have to be in

place on behalf of local tourism service providers (especially in the accommodation and gastronomy

sector) and adequate conditions and products have to be created to successfully link visitors and the

tourism sector with external suppliers of goods and services (match making approach). In this context,

it should be borne in mind that food items in particular pose a particular challenge with regard to quality

issues, quantity limits, variety of products, seasonality as well as packaging and storage.

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of supply of non-

touristic goods and services can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – SUPPLY OF NON-TOURISTIC GOODS AND SERVICES:

The present range of goods that are already provided to visitors and tourism service providers by

external suppliers is mainly focused on food items, especially walnuts, walnut oil, honey, jam, milk,

yoghurt and blackberries.

The general offer of non-food items is still very poor and lacks appropriate products that can attract

visitors in terms of type and size (e.g. a small handicraft manufacturer located in Jalal-Abad City

produces carpets, clothes, hats, shoes etc. but these articles are either too big for transport or simply

not adequate for serving as a souvenir).

The sale of goods takes place exclusively at local level (e.g. walnut oil is only available in Arslanbob)

due to missing regional sales and distribution channels.

In Arslanbob exists a small shop (supported by GIZ) that offers locally produced food items (mainly

walnuts, walnut oil and honey) and represents a good practice for linking non-touristic suppliers with

the tourism sector in the region.

The present range of externally provided services is mostly limited to horse rental and transport.

With the exception of Kazarman the numerous opportunities for cultural services still remain largely

untapped.


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2.7 Quality and Sustainability Management

The quality and sustainability performance in tourism is relevant for both, the destination as a whole

and any individual tourism service provider and supplier within the tourism value chain. Quality

management implies the satisfaction of all the legitimate product and service needs, requirements and

expectations of the visitor, at an acceptable price, inconformity with the underlying quality determinants

such as safety and security, hygiene, accessibility, transparency, authenticity and harmony of the tourism

activity. Sustainability management pursues the goal to take full account of tourism´s current and future

economic, social and environmental impacts, addressing the needs of visitors, the industry, the

environment and host communities. Nowadays quality and sustainability in tourism are considered more

and more as two sides of the same medal because of their mutual dependencies. In both cases

professional management requires the existence and application of (minimum) criteria/standards often

followed by the promotion and implementation of certification schemes.


SUPPLY OF NON-TOURISTIC GOODS AND SERVICES:

Promoting the diversification of the current range of provided food items through the

development and selling of other or new products to visitors and the tourism sector, such as

fruits, dried forest fruits, dried mushrooms, herbs, dairy products, bakery products etc.

Promoting the diversification of the current range of provided non-food items through the

development and selling of other or new products to visitors and the tourism sector such as

attractive souvenirs (made of recycled material), clothes, jewellery, decoration items, furniture

etc.

Promoting the diversification of the current range of provided services through the development

and selling of other or new products to visitors and the tourism sector such as cultural

entertainment services (e.g. dance or music performances), transport, laundry service,

housekeeping, maintenance, lunch packages for trekking tours etc.

Facilitating the distribution and sales opportunities for existing and new regional products in the

entire region through developing functional sales channels.

Fostering a sustainable procurement approach among accommodation providers (resorts, hotels,

and guesthouses) and gastronomy regarding increased purchase and provision of local goods and

services.

Fostering the linkages and business relations between the agricultural sector and the tourism

sector through the CfP.

Encouraging the establishment of small shops in Osh, Jalal-Abad City, Sary-Chelek and other

appropriate locations for selling regionally produced goods.


38 38

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of quality and

sustainability management can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – QUALITY AND SUSTAINABILITY MANAGEMENT:

The level of service quality in Jalal-Abad region is generally low and doesn´t meet neither the

requirements of a competitive and quality-driven visitor experience nor the expectations of

(interviewed) tour operators. This applies in particular to the accommodation sector and here

especially to guesthouses that often lack adequate service standards and infrastructure/equipment

conditions (e.g. in terms of furniture, sanitary and hygiene conditions). Moreover, almost no

guesthouse has the required infrastructure conditions for winter tourism (e.g. heat insulation,

internal sanitation facilities, central heating).

There are no consistent quality standards for tourism (or non-touristic) services in place and even

the CBT guesthouse quality criteria seem too low according to the perception of (interviewed) tour

operators) and lack a consequent application and inspection. Moreover, CBT´s Edelweiss certification

has validity only for their member guesthouses.

Another notable deficit represents the absence of appropriate prepared trails (e.g. signboards,

markings), safety standards and information as well as adequate rescue conditions if accidents or

emergencies occur (especially in winter tourism). This results in considerable safety risks for visitors.

However, the Great Silk Road Tourism Association is able to provide risk and safety training courses

with official certificate and offers further risk management support (e.g. rescue walks). Moreover,

GIZ offers technical support in safety management within the GIZ development partnership

“Promoting adventure tourism through better risk management” which includes the countries

Georgia, Macedonia, Kyrgyzstan, Turkey and Morocco (contact person: Danny Denolf,

[email protected]).

The general awareness, knowledge and performance in tourism-related sustainability practices is

still comparatively low and does not go beyond individual measures. This applies equally to tourism

service providers and public authorities. At least, KCBTA launched a “Eco-friendly Green Certificate”

and certified 32 of its member guesthouses so far, out of them four are located in Jalal-Abad City

(guesthouse Abdulaeva, guesthouse Yuldasheva, guesthouse Nurmatova and guesthouse

Tashtemirova) and another four in Osh (guesthouse Maatova, guesthouse Solpueva, guesthouse

Mashaeva and guesthouse Mamadieva). Another example is the Nature Reserve Administration of

Sary-Chelek that stated to conduct CO2-emission controls of cars that drive into the reserve.

Both Sary-Chelek and Arslanbob are affected by serious garbage contamination in the mountains

caused by high number of visitors (mainly domestic day visitors) in combination with improper

behaviour. For this reason, Arslanbob is forced to carry out a cleaning initiative every year and Sary-

Chelek is planning to establish a so-called eco-policy.


39 39

2.8 Synergies with other Donor Activities in Tourism

Beside the IRDP exist other ongoing projects and programmes of different donor organizations in

Kyrgyzstan that are also directly or indirectly involved in tourism. With the aim to identify potential

synergies and collaboration opportunities for the IRDP some of them were interviewed as part of the

on-site mission.


QUALITY AND SUSTAINABILITY MANAGEMENT:

Raising the level of service quality in tourism through the development of adequate (minimum)

quality criteria for accommodation services, guiding services, tourism information services,

transport services and other relevant services. In case of the accommodation sector the existing

KCBTA criteria and certification scheme Edelweiss should be taken as a basis aiming at to improve

this standard towards the achievement of a better quality performance level.

Development and implementation of a capacity building programme on service quality for

different tourism service provider groups (incl. nature reserve administrations) to strengthen

their technical know-how but also to facilitate the practical application of quality criteria.

Raising the level of sustainability performance and awareness in tourism through the

development of tailor-made (minimum) sustainability criteria for the destination Jalal-Abad as

well as for accommodation services, guiding services, tourism information services, transport

services and other relevant services (based on the Global Sustainable Tourism Criteria – GSTC for

destinations and tourism service providers: https://www.gstcouncil.org/).

Development and implementation of a capacity building programme on sustainable destination

and business practices for different tourism service provider groups (incl. nature reserve and

public administrations) to strengthen their technical know-how but also to facilitate the practical

application of sustainability criteria.

Encouraging and supporting tourism service providers to get certified with an existing national

(e.g. Edelweiss, Eco-friendly Green Certificate) or international quality and/or sustainability label

(e.g. Green Globe, Green Key).

Providing financial support for required investments in infrastructure and equipment for

improving the own quality and/or sustainability performance of tourism service providers.

Facilitating the development of proper information services for visitors to strengthen

sustainability and risk management in the region.

Facilitating the access to existing capacity building programmes on risk management for different

tourism service provider groups (incl. nature reserve and public administrations) to strengthen

their technical know-how but also to facilitate the practical implementation of risk-mitigating

measures.

Developing a regional brand for goods (based on quality and sustainability criteria) that are

produced in Jalal-Abad.

https://www.gstcouncil.org/


40 40

With regard to Jalal-Abad region the main findings, gaps and needs on the subject of synergies with

other donor activities in tourism can be summarized as follows:

MAIN FINDINGS, GAPS & NEEDS – SYNERGIES WITH OTHER DONOR ACTIVITIES IN TOURISM:

Enterprise Competitiveness Project of USAID:

The project is a five-year grant initiative to increase the income levels of Kyrgyz households through

the creation of jobs and livelihood opportunities among small and medium enterprises (SMEs) in

prioritized sectors with the highest potential for growth (agriculture, manufacturing, tourism and

technology). The total grant budget amounts to 6 Mio. US $ and allows also bigger investments in

infrastructure. It is expected that 38.000 households benefit from the project through increased

income. After two CfP rounds 108 applications have been received but so far no one from the

tourism sector in Jalal-Abad region.

Tourism projects of Helvetas:

Since 2000 Helvetas is realizing tourism projects in Kyrgyzstan and therefore has many years of

experience in this sector. Some interventions in tourism were successful and sustainable (e.g. the

establishment of KCBTA and regional CBT offices), others were less satisfactory (e.g. the

establishment of a national Destination Marketing Association). Currently Helvetas is implementing

the second phase of a four-year project in Osh region (Chong-Alay and Alay district) that is focused

on small business and income creation in tourism through destination marketing and capacity

building measures (e.g. fam trip for national and regional tour operators, tour guide training).

Moreover, Helvetas will soon start a new project on winter tourism in Karakol and still waits for the

approval of a project on sustainable tourism development.

Promotion of Sustainable Economic Development Programme (PSEDP) of GIZ:

The PSEDP is focused on supporting different value chains, amongst others agrotourism/rural

tourism provided by local farmers who are located in different parts of the country (incl. Jalal-Abad).

The tourism component aims at creating additional income opportunities for rural areas. In addition,

the hosting of international and domestic tourists shall impact on improving sanitary conditions,

increasing knowledge on cuisine standards and the level of services in rural areas. The work plan of

the tourism component for the period up to the end of the year includes the completion of the

existing website www.agrotourism.kg, training measures to improve the self-marketing skills of

accommodation providers, the development and application of improved quality criteria in farmer´s

guesthouses and the production of learning videos to strengthen their general competitiveness.

However, due to a lack of financial resources for implementing these activities the GIZ programme

looks for support and collaboration with the IRDP.

Policy advice of Palladium:

Palladium (financed by DFID) gives political advice for the Kyrgyz parliament that also includes

tourism-related topics. Currently Palladium supports an open sky policy to encourage more airlines

to provide direct flights to Kyrgyzstan which would facilitate the increase of international visitors in

the country and with it in Jalal-Abad region (via the international airport of Osh). Shortly first direct

flights from Korea to Bishkek are expected. Furthermore, Palladium gives advice on a new apartment

rent law that could potentially affect guesthouse owners (in Jalal-Abad) in terms of legal conditions

for room rental. And third, Palladium plans for the near future the awarding of a national tourism

marketing strategy which hopefully will also have positive effects for the tourism demand in Jalal-

Abad region.

http://www.agrotourism.kg/


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2.9 Overall SWOT Analysis

Based on the previous descriptions and explanations in terms of main findings, gaps and needs, as well

as strategic and operational recommendations for the analyzed subjects, the following Table 10 presents

the overall SWOT analysis of the feasibility study which served as the basis for developing further

recommendations towards a successful implementation of the IRDP regarding appropriate tourism

interventions and monitoring.


SYNERGIES WITH OTHER DONOR ACTIVITIES IN TOURISM:

The Enterprise Competitiveness Project of USAID pursues comparable goals and a similar grant

approach like the IRDP but accepts in contrast only SMEs as eligible applicants. These

circumstances prevent mutual competition for the same applicant group and offer both grant

programmes the chance for mutual programme cross-marketing aiming at to provide broader

perspectives for eligible grant applicants in Jalal-Abad region (e.g. for financing major

infrastructure measures which would not be possible under the roof of the IRDP). In this way,

both programmes could benefit from each other´s existence and results and with it exploit

synergy effects.

Even though Helvetas is currently not active in Jalal-Abad region in terms of tourism,

opportunities for cooperation should be explored regarding Helvetas´ tourism marketing and

capacity building measures in Osh region to avoid unnecessary double funding of activities. This

also applies in the event that the planned project on sustainable tourism development will be

approved.

Due to the fact that Helvetas has long-term experience with tourism projects in Kyrgyzstan the

organization should be also taken into account as promising applicant within the CfP.

Even though there are generally linkages between the two GIZ programmes IRDP and PSEDP, the

geographical focus of both programmes is different and the IRDP pursues a broader tourism

approach which is not only focused on agrotourism providers. In case of a closer collaboration it

would therefore be necessary to discuss potential interventions of the IRDP that also provide

synergy effects for the PSEDP in terms of fulfilling and financing its planned activities. For

instance, the recommended production of learning videos for guesthouses in Jalal-Abad or the

development of improved quality criteria would be an option because these products can also

be used by the PSEDP outside of Jalal-Abad.

Palladium is involved in several tourism related policy issues that can have a positive or negative

impact on tourism in Jalal-Abad region in one way or another. Therefore, regular exchange with

Palladium is advisable in order to be able to react to new developments at an early stage and

with it to take advantage of positive or prevent/avoid negative influences on tourism and the

IRDP results.


42 42

Table 10: Overall SWOT analysis

OVERALL SWOT ANALYSIS

Strengths

Jalal-Abad is touristically still a quite unknown and widely undiscovered region but with reasonable tourism

potential which makes it to an interesting new destination for both tour operators and (domestic, regional

and international) visitors.

The vast walnut forests in Jalal-Abad are the largest of their kind in the world and therefore represent an

outstanding unique selling point for the destination.

Jalal-Abad has a number of important historical Islamic sites (e.g. Shakh-Fazil Archaeological Complex near

Ala-Buka, Holy Lake in Arslanbob) that are essential points of interest for domestic and regional pilgrim

tourists.

The destination already offers a wide range of services starting from adventure and outdoor sport tourism

(e.g. hiking, trekking) to nature tourism (e.g. enjoying pristine mountain landscapes, forests, rivers, lakes,

waterfalls) to cultural tourism (e.g. experiencing local traditions, customs, music) to agro tourism (e.g.

harvest assistance) and pilgrimage tourism (e.g. visiting islamic, historical sites).

Even though at comparatively low level, tourism in Jalal-Abad currently provides for many local people an

important (additional) source of income and serves therefore as suitable instrument for poverty alleviation

in rural areas.

Cross-border package tours between Uzbekistan and Kyrgyzstan (following the ancient silk road) enjoy

great popularity among international visitors which include Jalal-Abad region as starting point and first

destination to visit on the Kyrgyz side after border crossing near to Osh.

The local population of Jalal-Abad is generally demonstrating interest and openness in tourism and is

willing to further improve and develop the tourism offer within their means.

Weaknesses

The Kyrgyz government shows insufficient activities and prioritization of tourism reflected among others by

constant fluctuation of internal staff, the lack of an effective tourism network, decentralized management

structures and a national marketing strategy (at least the latter is planned with governmental advice by

Palladium).

Jalal-Abad region (and the whole country) is characterized through a general lack of reliable tourism relevant

data, facts and figures due to missing awareness of their importance, the absence of efficient registration

and data gathering processes, as well as unskilled public and private staff.

The general tourism demand in Jalal-Abad region is still comparatively low due to the absence of professional

destination marketing and self-marketing of tourism providers which often leads to frustration and

demotivation of local tourism stakeholders.

With the exception of four locally operating CBT offices (located in Jalal-Abad City, Arslanbob, Kazarman and

Sary-Chelek) Jalal-Abad region is lacking overall effective tourism organisational structures (such as a

destination management organisation and/or a public-private tourism council like in Osh) and joint


43 43


collaboration of (public and private) tourism stakeholders which affects a professional tourism management

and marketing of the entire destination.

So far, there is neither a tourism concept nor a marketing/branding strategy for Jalal-Abad region developed,

even though the Department of Tourism underlined their importance for strengthening the tourism

development of the destination. At least the Department of Regional Development of Jalal-Abad recognized

tourism as one out five major topics for the future but lacks (like the local authorities) financial resources in

order to take action.

The overall service quality and standard of the tourism offer in Jalal-Abad (especially in the accommodation

sector) as well as the general equipment/infrastructure conditions are mainly unsatisfactorily and often

don´t meet the requirements of a competitive and quality-driven visitor experience as well as tour operators´

expectations. So far, there are no consistent quality standards in place and even the CBT guesthouse quality

criteria seem too low and lack a consequent application and inspection.

The whole destination of Jalal-Abad region is characterised through a considerable absence of adequate

skilled tourism and hospitality providers and staff due to insufficient education quality of local TVETs and

universities, missing practice-oriented, specialized training offers (above all for farmers from outside the

tourism industry who running a guesthouse or provide other tourism services) as well as availability/access

to investment capital (e.g. loans at favourable conditions).

Jalal-Abad region still does not have suitable (decentralised) tourist information services in the form of tourist

information centers, websites, apps, social media presence, guidebooks, brochures and maps which are of

great importance for professional visitor attendance and successful promotion of the destination. Only the

CBT offices in Jalal-Abad City, Arslanbob and Kazarman are able to provide some basic (but mainly outdated)

information materials and personal support but even those are difficult to find for visitors (unfavourable

location, no signage).

Tourism in Jalal-Abad region mainly depends on the short summer period between May and September and

therefore only allows seasonal employment opportunities.

The majority of the international visitors are low-budget tourists (backpackers) who search generally for the

cheapest tourism services and thus hinder the striving of local tourism providers towards a qualitative and

pricewise higher tourism offer.

Apart from the border checkpoint near Osh there are no other border crossing points for international

visitors available between Uzbekistan and Kyrgyzstan.

The general road access and connection of Jalal-Abad from the Northern part of the country is quite

uncomfortable (long distance – ca. 12 h from Bishkek to Jalal-Abad City, insufficient and dangerous road

conditions in some parts). Moreover, the road network within Jalal-Abad lacks tourism-related signage (in

English) and partly maintenance to easily reach remote areas (e.g. Padysha-Ata and Sary-Chelek Nature

Reserve).


44 44


Opportunities

The Kyrgyz government – Department of Tourism (with governmental advice by Palladium) is working on an

open sky policy to get more direct flight connections from relevant source markets (shortly first direct flights

from Korea are expected) which would also facilitate the increase of international visitors in Jalal-Abad

region.

The Department of Tourism is planning to establish a new governmental agency shortly (called Kyrgyz

Tourism – budget: 50 Mio. Som = 630,000 EUR per year) that will be responsible for the entire tourism

marketing of the country.

The Department of Tourism is planning to strengthen the support of entrepreneurs in tourism through better

and favourable access to loans which would also stimulate new investments in tourism in Jalal-Abad region.

The Kyrgyz government is planning the construction of a new road connection between Jalal-Abad City and

Issyk Kul through Kazarman (completion within in the next years) which will facilitate perspectively the access

for visitors to Jalal-Abad region in general and Kazarman in particular.

In some places (e.g. Arslanbob) exist good conditions to develop winter tourism and with it to extend the

tourism season and take advantage also of the winter months for providing constant additional income

opportunities for the local population in rural areas.

The general possibilities for the (direct and indirect) supply of goods and services to the tourism sector and

visitors have not yet been sufficiently exhausted and promise therefore good opportunities for new and

additional income for people outside the tourism industry following a regional-oriented sales and branding

approach.

Many donor organisations and projects are directly or indirectly engaged in tourism (e.g. Helvetas, Palladium-

DFID, USAID, GIZ-PSEDP) that offer the opportunity for joint cooperation and exploiting synergies.

Risks

The Kyrgyz government – Department of Tourism (with governmental advice by Palladium) is working on a

new apartment rent law which could negatively affect the conditions for guesthouses/homestay providers

to rent a room.

The regional and local authorities (with the exception of nature reserve administrations) show generally little

interest to foster tourism as a promising and important economic sector in Jalal-Abad region.

Especially in case of further development of winter tourism there will be considerable safety risks due to the

absence of appropriate prepared trails (e.g. signboards, markings), safety standards and information as well

as adequate rescue conditions if accidents or emergencies occur. Moreover, there would be not sufficient

accommodation capacities available because the majority of guesthouses have not the required

infrastructure conditions for winter tourism (e.g. heat insulation, internal sanitation facilities, central

heating).

Most of the guesthouses don´t have enough rooms and/or proper conditions to accommodate bigger visitor

groups (15-20 people) coming from tour operators. Therefore, tour operators often prefer other facilities

because they don´t want to spread the group over several guesthouses. This includes the risk that


45 45


guesthouses lose valuable clients and with it notable income. So far they are unable to invest in more room

capacities and proper conditions.

Many guesthouses are located far away from tourism hotspots (such as Arslanbob or Sary-Chelek) in remote

areas/small villages facing the risk to be excluded of usual tourist routes and package tours.

An increased (and desired) self-marketing of accommodation providers via online booking platforms (e.g.

booking.com, airbnb) could affect CBT business and income.

Within the CfP application and implementation process potential disadvantages for non-members of CBT

could occur if CBT as a potential applicant focuses its proposal and engagement exclusively on its members

and partners.

Many tourism providers showed insufficient willingness and flexibility to find adequate solutions to problems

themselves instead of waiting and requesting external financial support.

The general lack of awareness and knowledge about sustainable destination and business practices and their

application among public and private tourism stakeholders increases the risk of undesirable impacts through

tourism which already partly occur (e.g. pressure on natural resources through high number and misbehave

of domestic day visitors in the Sary-Chelek Nature Reserve, problems with garbage contamination in the

mountains of Arslanbob as well as Sary-Chelek Nature Reserve).

The high season of tourism (from May until September) and the high season of harvest (from August to

September) takes place at the same time which can lead to staff shortage either in tourism or for harvest.

Potential closer of border crossing points between Uzbekistan and Kyrgyzstan could hamper a constant

regional visitor flow from Uzbekistan towards Jalal-Abad region.

Source: mascontour GmbH and Anar Orozobaeva


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3 RECOMMENDATIONS FOR THE IRDP DESIGN IN TOURISM

3.1 Geographical Focus

Aiming at to achieve valid contributions to the IRDP´s expected outputs and indicators as well as to avoid

the promotion of interventions according to the scattergun approach, tourism clusters should be defined

as geographical IRDP focus for this sector.

Based on the results of the desk research and on-site mission regarding the (international, regional and

domestic) tourism demand in Jalal-Abad region, preferred routes for package tours, the general

popularity of its tourism destinations and density of tourism service providers, the following tourism

clusters have been identified that are recommended as priority areas for future IRDP interventions (see

Figure 10):

Tourism cluster A: Region of Sary-Chelek – Padysha-Ata – Kerben

Tourism cluster B: Region of Chychkan George – Toktogul

Tourism cluster C: Region of Arslanbob

Tourism cluster D: Region of Kazarman

Tourism cluster E: Jalal-Abad City

In addition, Osh City – even if it is located outside Jalal-Abad region – should be taken into account

because the city is the starting point for many visitors planning a trip to Jalal-Abad region and has

comparatively more advanced tourism management structures which open synergy potentials.

Figure 10: Geographical focus for the IRDP interventions in tourism


https://www.linguee.de/englisch-deutsch/uebersetzung/scattergun+approach.html


47 47

3.2 Strategic Framework and Scope of Actions

Following the results of the feasibility study, it must be concluded that the general conditions in terms

of tourism governance, management, marketing and infrastructure in Jalal-Abad region are

exceptionally weak and therefore need great attention by the IRDP. From a strategic point of view, it is

therefore strongly advisable to focus future IRDP interventions not only on direct interventions areas at

micro level but also on indirect (enabling environment) intervention areas at macro level. Otherwise

there would be an explicit danger of not achieving the targeted IRDP outputs and indicators.

In this context, a total of 10 intervention areas have been identified by the feasibility study that should

serve as guiding framework for the internal evaluation of the received proposals via the CfP as well as

subsequent realization and monitoring of projects through civil society and non-governmental

organisations. Moreover, the intervention areas have been underpinned through a set of results that

can be expected through the implementation of adequate actions within particular intervention areas.

The expected results, in turn, finally all make a concrete direct or indirect contribution to the IRDP

outputs and indicators (see Figure 11).

With the aim of providing concrete indications as to which actions should be considered in a particular

intervention area, Table 11 provides a detailed overview about the recommended scope of actions for

the IDRP in general as well as for future projects resulting from the application process including the

designation of appropriate instruments, the respective target groups, linked intervention areas and

expected results.


48

48

Figure 11: Recommended framework for the call for proposals

INTERVENTION AREAS/INSTRUMENTS/ACTIONS/BENEFICIARIES for fulfilling module objective, outputs and indicators

RECOMMENDED FRAMEWORK FOR THE CALL FOR PROPOSALS

DIRECT INTERVENTION AREAS – MICRO LEVEL

• Improvement of self-marketing and advertisement capabilities of tourism providers

• Improvement of service quality and sustainability performance of tourism providers

• Improvement of quality and competitiveness of existing tourism products

• Diversification and development of new and competitive tourism products

• Improvement of quality and competitiveness of existing goods and services relevant to tourism

• Diversification and development of new and competitive goods and services relevant to tourism

INDIRECT (ENABLING ENVIRONMENT) INTERVENTION AREAS – MACRO LEVEL

• Raising awareness, lobbying, and networking for the importance and needs of tourism in Jalal-Abad region

• Improvement of infrastructure conditions in tourism

• Fostering destination marketing and advertisement

• Fostering destination governance and management

INSTRUMENTS to be considered for result-oriented actions

ACTIONS to be undertaken to achieve expected results

TARGET GROUPS Accommodation facilities, tour guides, porters, cooks, drivers, CBT staff, NR administration staff, suppliers of goods (e.g. honey, jam, walnut oil), suppliers of services (e.g. horse rental, cooking lessons, yurt setting), local/regional authorities

EXPECTED RESULTS (= IRDP MONITORING CRITERIA) for fulfilling module objective, outputs and indicators

• Increased number of staff working for tourism providers

• Increased number of suppliers of goods and services relevant to tourism integrated in the tourism value chain

• Increased number of staff of suppliers providing goods and services relevant to tourism

• Fostered collaboration and networks among (public and private) tourism stakeholders and suppliers

• Increased number of skilled (public and private) tourism stakeholders and suppliers

• Increased numbers of visitors/clients

• Extended length of stay of visitors/clients

• Raised prices for tourism services

• Raised prices for goods and services relevant to tourism

• Increased number of tourism providers integrated in the tourism value chain


OVERALL IRDP + CfP-PROJECT MONITORING & EVALUATION for module objective, outputs and indicators fulfillment


49

49

Table 11: Recommended scope of actions within the intervention areas

RECOMMENDED SCOPE OF ACTIONS WITHIN THE INTERVENTION AREAS

Instruments Actions Target groups Linked intervention areas Expected results/monitoring criteria

DIRECT INTERVENTION AREAS – MICRO LEVEL

Improvement of self-marketing and advertisement capabilities of tourism providers

Capacity building Tailor-made and target group-oriented training programme on using online sales platforms (e.g. booking.com, airbnb)

Accommodation facilities, CBT offices






• Expanded number of skilled (public and private) tourism stakeholders and suppliers

Technical advice and financial support

Support of tourism providers for improved online presence (e.g. developing own website, Tripadvisor, Facebook, Instagram etc.)

Accommodation facilities, gastronomy facilities, CBT offices

Improvement of service quality and sustainability performance of tourism providers

Capacity building Tailor-made and target group-oriented training programmes and process-oriented coaching for improving the service quality of tourism providers and facilitating the compliance of quality standards (see below)

Accommodation facilities, gastronomy facilities, CBT offices, tour guides, cooks, porters, workers, nature reserve administrations










Capacity building Tailor-made and target group-oriented training programmes on basic and advanced English skills


Capacity building Tailor-made and target group-oriented training programmes and process-oriented coaching for improving the sustainability performance of tourism providers and facilitating the compliance of minimum sustainability standards (see below)



50

50



Capacity building Tailor-made and target group-oriented training programmes on specific, competition-relevant themes (e.g. bird watching, local/healthy/sustainable/creative cuisine, first aid, safety and rescue management)

Accommodation facilities, gastronomy facilities, CBT offices, tour guides, cooks, nature reserve administrations

Improvement of quality and competitiveness of existing tourism products

Technical advice Fostering the collaboration among private tourism providers at local level through the creation of informal networks (e.g. product clubs)

Accommodation facilities, gastronomy facilities, CBT offices, tour guides, cooks, porters, workers and others












Support of the expansion of sales and supply of those tourism offers/services at local/regional level which have market potential but still low dissemination and sales volumes (e.g. winter tourism offers/services, bird watching, experiencing local traditions and customs)

Accommodation facilities, gastronomy facilities, CBT offices, tour guides, nature reserve administrations

Technical advice Revision of existing national quality standards for tourism providers (e.g. CBT standards) and tourism product lines, as well as development of an improved or new set of standards


Technical advice Revision of existing national sustainability standards for destinations, tourism providers and tourism product lines, as well as development of an improved or new set of minimum sustainability standards (based on GSTC criteria)

Accommodation facilities, gastronomy facilities, CBT offices, tour guides, cooks, porters, workers, nature reserve administrations, regional and local authorities

Technical advice Revision of existing national safety and rescue standards and development of an improved or new set of standards

CBT offices, tour guides, cooks, porters, workers, nature reserve administrations


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Technical advice Support of tourism providers to get certified with an existing national (e.g. Edelweiss, Eco-friendly Green Certificate) or international quality and/or sustainability label

Accommodation facilities, gastronomy facilities, tour guides, nature reserve administrations

Technical advice Facilitating the development of proper information services for visitors to strengthen sustainability and risk management in the region

Accommodation facilities, CBT offices, tour guides, nature reserve administrations

Diversification and development of new and competitive tourism products

Technical advice Support of local tourism stakeholders to develop new, competitive and target group-oriented tourism products (e.g. rafting, fishing, educational tourism) along the existing tourism product lines

Accommodation facilities, CBT offices, tour guides, nature reserve administrations








• Increased number of staff working for tourism providers Technical advice and

financial support Support of local stakeholders to establish their own tourism business (e.g. internet café)

Entrepreneurs, tourism stakeholders, farmers


Support of local stakeholders to develop new accommodation products (e.g. yurt camps, camping, glamping)

Accommodation facilities, other tourism stakeholders, entrepreneurs, farmers

Improvement of quality and competitiveness of existing goods and services relevant to tourism

Technical advice Fostering the collaboration among suppliers of goods and services at regional level through the creation of informal networks

Suppliers of goods and services


• Diversification and development of new and competitive goods and services relevant to tourism

• Raising awareness, lobbying, and networking for the

• Raised prices for goods and services relevant to tourism

• Increased number of staff of suppliers providing goods and services relevant to tourism



Support of the expansion of sales and supply and quality improvement of those goods and services at local/regional level which have market potential but still low dissemination and sales volumes (e.g. walnut oil, walnuts, cultural performances)

Suppliers of goods and services


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Technical advice Fostering sustainable procurement activities regarding increased purchase and provision of local goods and services through tourism providers

Suppliers of goods and services, accommodation facilities, gastronomy facilities

importance and needs of tourism in Jalal-Abad region



Technical advice Fostering the linkages and business relations between the agricultural sector and the tourism sector

Suppliers of goods, farmers, accommodation facilities, gastronomy facilities


Development of a regional brand for goods (based on quality and sustainability criteria) that are produced in Jalal-Abad region

Suppliers of goods

Diversification and development of new and competitive goods and services relevant to tourism

Technical advice Support of local suppliers to provide new food items to visitors and the tourism sector (e.g. fruits, dried forest fruits, dried mushrooms)

Suppliers of goods • Improvement of quality and competitiveness of existing tourism products




• Increased number of suppliers of goods and services relevant to tourism integrated in the tourism value chain

• Increased number of staff of suppliers providing goods and services relevant to tourism Technical advice Support of local suppliers to provide new

non-food items to visitors and the tourism sector (e.g. clothes, jewellery, decoration items)

Suppliers of goods

Technical advice Support of local suppliers to provide new services to visitors and the tourism sector (e.g. dance or music performances, laundry service, housekeeping, maintenance)

Suppliers of services

Technical advice Strengthening the linkages between existing private transport offers (e.g. taxi drivers) and tourism and support of local stakeholders to provide more/new transport services for visitors (e.g. via Uber, car rental service)

Private transport providers, accommodation facilities, entrepreneurs


Support of local stakeholders to establish their own business (e.g. laundry service)

Entrepreneurs


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Support the establishment of small shops in Osh, Jalal-Abad City, Sary-Chelek and other appropriate locations for selling regionally produced goods

Suppliers of goods, entrepreneurs

INDIRECT (ENABLING ENVIRONMENT) INTERVENTION AREAS – MACRO LEVEL

Raising awareness, lobbying and networking for the importance and needs of tourism in Jalal-Abad region

Consultation and networking

Regular exchange with the Department of Tourism and other relevant national and regional stakeholders to inform about IRDP progresses and to strengthen the awareness regarding existing challenges and needs in tourism (e.g. integration of Jalal-Abad region in the national electronic inventory of tourist facilities)

Tourism stakeholders in general











Regular exchange with Palladium on tourism- related policy issues in order to be able to react to new developments at an early stage



Identification and taking advantage of collaboration opportunities and synergy effects with tourism stakeholders in Osh (e.g. Destination Osh as cross-regional DMO for Osh and Jalal-Abad region) incl. potential own engagement (e.g. in Destination Osh, Tourism Advisory Board Osh)



Encouraging tour operators to develop more (cross-border) tourism packages for the domestic and regional market

National and regional tour operators


Raising awareness regarding the importance of adequate transport infrastructure conditions in Jalal-Abad region (especially tourism-related signage in English)

Local and regional authorities


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54




Encouraging local (tourism) stakeholders to take advantage of the Enterprise Competitiveness Project of USAID as grant applicant (especially for bigger tourism-related investment)

Accommodation facilities, gastronomy facilities, suppliers of goods and services, entrepreneurs


Identification and taking advantage of collaboration opportunities and synergy effects with ongoing and future tourism projects of Helvetas and other donors

Tourism stakeholders in general, suppliers of goods and services


Identification and taking advantage of collaboration opportunities and synergy effects with PSEDP activities in agrotourism

Agrotourism providers, farmers, suppliers of goods

Improvement of infrastructure conditions in tourism

Financial support Facilitating required investments in infrastructure for improving quality and/or sustainability performance of tourism service providers (e.g. room furnishing, sanitation facilities).

Accommodation facilities, gastronomy facilities, nature reserve administrations









Financial support Facilitating the purchase of innovation- and competition- relevant equipment needs of tourism service providers (e.g. sleeping bags, tents and yurts for base camps in the mountains, dishes and cutlery)

Accommodation facilities, CBT offices, tour guides, cooks, porters, workers, nature reserve administrations

Financial support Facilitating the extension of room capacities of those accommodation providers who meet international quality and service standards (e.g. in cooperation with the USAID Enterprise Competitiveness Project)

Accommodation facilities

Financial support Facilitating the improvement of infrastructure conditions of the four CBT offices in order to serve as attractive visitor

CBT offices


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information centers (e.g. laptop, monitor, brochure racks, signage)

Fostering destination marketing and advertisement

Technical advice Development of a destination marketing and branding strategy for Jalal-Abad region


• Improvement of self-marketing and advertisement capabilities of tourism providers










Technical advice Development and conducting a representative visitor surve in Jalal-Abad region


Capacity building Tailor-made and target group-oriented training programme on destination marketing and branding

Local and regional authorities, CBT offices


Facilitating the production of professional visitor information materials for the entire Jalal-Abad region incl. recommendations for thematic routes for individually travelling visitors (e.g. directory, guidebook, product brochures, maps).



Facilitating the online presence of Jalal-Abad region as a tourism destination – for instance through a regional website and social media (Instagram, Facebook, Tripadvisor) incl. target group-oriented campaigns (e.g. blogger campaign)



Implementation of fam trips to encourage regional and international tour operators of relevant source markets to include Jalal-Abad in their (cross-border/cross-regional) package tours

Regional and international tour operators


Implementation of press trips in cooperation with the Department of Tourism to foster the national, regional and international awareness of Jalal-Abad region as a tourism

Tourism media


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destination along the silk road (increased media coverage, presence in guidebooks like Lonely Planet)

Fostering destination governance and management

Technical advice Participatory development of a sustainable tourism strategy for Jalal-Abad region







Capacity building Tailor-made and target group-oriented training programme for improving the awareness and knowledge in sustainable destination management

Local and regional authorities, CBT offices

Technical advice Facilitating the establishment of a public-private tourism council at regional level following the example of Osh

Tourism stakeholders in general, local and regional authorities



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3.3 Design of the Call for Proposals

In addition to the explanations given in the previous two chapters, this chapter contains some

recommendations for the design of the CfP:

Taking advantage of the recommended intervention areas and scope of actions for the CfP design

The final fulfilment of IRDP´s module/output objectives and indicators will depend very much on the

CfP design and a result-based and indicator-oriented implementation of granted projects. Based on

the analysis results of the present feasibility study and following a holistic approach the Chapters 3.1

and 3.2 provide a detailed overview which interventions areas and scope of actions need to be taken

into account to ensure the desired IRPD outputs and impacts. Therefore, it is recommended to

consider them as a framework for the technical design of the CfP.

In this context, the IRPD needs to decide which of the potential interventions areas and actions are

under the direct IRPD responsibility in terms of consideration and implementation, and which will

be included in the CfP as a scope of potential interventions/actions for granted projects. In the end,

it is important that both, direct interventions areas/actions at micro level and indirect (enabling

environment) intervention areas/actions at macro level, are comprehensively embedded in the

overall IRPD approach because only in this holistic way the targeted IRDP outputs and indicators can

be realistically achieved.

Carry out a two-stage assessment of submitted project proposals

Due to the fact that the CfP will be only open for civil society and non-governmental organisations,

the general circle of eligible applicants is very limited. Moreover, the overall performance of grant

applicants regarding the preparation of adequate project proposals and the proper project

implementation through approved grant partners later in the process have a big influence on the

fulfilment of desired IRPD outputs and impacts. For these reasons it is recommended to carry out a

two-stage assessment of submitted project proposals, whereby the second stage only becomes

relevant if certain things are fulfilled and verified in the first stage:

Examples of assessment criteria (to be verified through adequate proofs) for the first stage: General

eligibility, reliability and seriousness, financial capacities and ability for co-funding, human resource

capacities, mindset towards sustainable development principles, project management and

implementation competencies, tourism-related know-how, experience in working with

vulnerable/disadvantged groups, practical experiences and contacts in Jalal-Abad region (with focus

on the recommended tourism clusters A-E) etc.

Examples of assessment criteria for the second stage (= the project proposal itself): Proper

interpretation of IRDP´s background and approach, clear overall project objectives and goals directed

to the desired IRPD outputs and impacts, clear focus on the IRDP target groups (with special

consideration of vulnerable groups, such as young people, women, people with disabilities and ethnic

minorities), detailed and aligned milestone and action plan incl. correspondend implementation

tools/instruments and risk analysis, adequate number and quality of staff, realistic timeline,

transparent and reliable cost calculation, convincing monitoring & evaluation approach (see also

Chapter 3.4) etc.


58 58

As already proposed for the technical design of the CfP, the content of Chapters 3.1 and 3.2 can also

be helpful for the assessment of the second stage.

Carry out a pre-selection of potential, suitable CfP applicants

With the aim to facilitate the finding of appropriate CfP applicants/grant partners some potential

(and generally eligible) candidates have been identified through the on-site mission that should be

further examined regarding their suitability: Kyrgyz Association of Tour Operators (KATO), Kyrgyzstan

Community-based Tourism Association (KCBTA) “Hospitality Kyrgyzstan”, Trekking Union of

Kyrgyzstan (TUK), Kyrgyz Mountain Guides Association (KMGA), Great Silk Road Tourism Association,

Kyrgyz Alpine Club (KAC), Helvetas, Destination Osh.

Ensure equal and fair business opportunities for all tourism service providers within in the IRDP

Among the tourism service providers (especially the guesthouses) in Jalal-Abad region there are two

major groups: those who are CBT members and those who are not. Because of the fact that the four

local CBT offices only support their own members, the KCBTA certification scheme is only given to

members and it is generally difficult to become a member as outsider, potential competitive

disadvantages for non-members are already existing. IRDP must therefore ensure that within the CfP

application process and the future implementation of granted projects equal and fair business

opportunities for all tourism service providers are guaranteed. This applies in particular if KCBTA

becomes an offical grant partner.

3.4 Baseline Research and Monitoring & Evaluation System

3.4.1 Module Objective and Indicators

IMPACT MATRIX SPECIFICATIONS

Module Objective In southern Kyrgyzstan, with a focus on Jalal-Abad, the income opportunities of the rural population have improved.

Indicator Base value Target value

Indicator 1 The average income of 2000 households in the target regions, of which 20% are below the national poverty line, has increased by 20%.

Individual income of 2000 households, 20% of which are below the national poverty line.

Individual income of 2000 households (of which 20% below the national poverty line) + 20%.

Indicator 2 300 additional income opportunities have been created in the target regions, of which at least 40% for women and 20% for young people between the ages of 14 and 28.

0 Income opportunities

300 additional income opportunities (40% women, 20% young people)

Indicator 3 In 3 cluster-like networks (2 in agriculture and 1 in tourism) cooperation between network actors has increased.

0 cluster-like networks

3 cluster-like networks (2 in agriculture and 1 in tourism) with increased cooperation between actors

Source: GIZ impact matrix


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REMARKS AND ASSUMPTIONS

The module objective speaks of rural population as main target group and beneficiary. Nevertheless,

it is recommended also to consider cities (e.g. Jalal-Abad City) for baseline and monitoring analyses

because they are important locations for tourism.

Indicator 1 speaks of average income of households, while the base and target value refer to

individual income of households. To avoid misunderstandings it is recommended to measure the

average household income.

The target value of indicator 1 envisages a 20% increase in income. However, it would be more

precise to say: 20% or more increase in income.

It is assumed that indicator 1 represents an overall indicator that is not directly linked to IRDP

activities in tourism or agriculture. Therefore, a specifc methodological approach is needed to

determine the baseline and to measure the fulfilment of the indicator.

Even if the GIZ impact matrix proposes for indicator 2 to conduct surveys of farmers' organisations,

service providers and municipalities as a source of verification, it is recommended to interpret and

consider also this indicator as an overall indicator and therefore to include in the methodological

approach of indicator 1.

It is assumed that the quantiative target values of indicator 2 and 3 will be achieved through the

granted projects of the IRDP.

Indicator 3 refers to cluster-like networks without a more precise definition of its meaning and has

set the base value to zero. However, depending on the definition of cluster-like networks it can be

generally stated that in tourism already exist network structures, such as the CBT offices.

METHODOLOGICAL APPROACH FOR BASELINE AND MONITORING ANALYSES OF INDICATOR 1 AND 2

Determination of the basic population

The basic population for baseline and monitoring analyses represents the total number of

households in Jalal-Abad region. This number is still unknown but has to be found out as essential

methodological precondition for conducting analyses. Moreover, it would be helpful (but not

necessary) to have the total number of households in Jalal-Abad region which has an average income

below the national poverty line.

Determination of the random sample

According to general statistical approaches the random sample does not need to exceed 400 people

(in our case households) in order to be representative. The calculation of the random sample

requires (beside the knowledge of the basic population) the determination of the confidence level

(in %) and the margin of error (in %). In both cases is recommended to use the common statistical

percentages, namely: 95% for the confidence level and 5% for the margin of error. For calculating

the random sample it is proposed to use the website https://www.surveymonkey.de/mp/sample-

size-calculator/ that offers an easy to handle online calculator that facilitates the final determination.

Implementation of baseline and monitoring analyses

The analyses should be realized through individual household surveys based on a questionnaire that

includes all relevant aspects for measuring the indicators 1 and 2. Each household survey requires

the identification of income of all persons belonging to the household. The total household income

has to be divided by the total number of household members to get the average household income.

https://www.surveymonkey.de/mp/sample-size-calculator/

https://www.surveymonkey.de/mp/sample-size-calculator/


60 60

The selection of households to be interviewed must be random. This can be done by random

selection of households from the regional civil register or telephone register (if available) or

alternatively on-site through random selection of interviewees during the implementation of the

survey. In order to ensure representativeness, it is also necessary to include the entire region of Jalal-

Abad in the investigation and to select the number of households in relation to the regional

distribution of the population/households (which again requires the availability of data). In case of

the existence of data about the total number of households with an average income below the

national poverty line, this must also be taken into account when determining the quota.

For the realization of the surveys the IRDP has to choose between two options: the first one would

be to conduct the survey at the beginning (baseline analysis) and at the end (control of success) of

the IRDP, the second one would be to conduct the survey only at the end of the IRDP as an ex-post

evaluation. The first option offers more precise results but is also more expensive and requires to

interview in both surveys the same households (otherwise no reliable data can be obtained

regarding the change of household incomes) which could be difficult in the practical implementation

and doesn´t allow anonymous surveys. Moreover, for both options the rate of inflation needs to be

taken into account to draw realistic and right conclusions from the obtained survey results.

METHODOLOGICAL APPROACH FOR BASELINE AND MONITORING ANALYSES OF INDICATOR 3

Indicator Baseline analysis and monitoring activities

Monitoring instruments and sources of verification

Frequency

Responsibility

Indicator 3 • Defining the term “cluster-like networks” in the context of tourism

Desk work One-time IRDP

• Baseline analysis of existing cluster-like networks

Desk work Stakeholder workshop

One-time IRDP

• Process-oriented monitoring of (new) cluster-like networks against indicators

Stakeholder workshop Two times: Mid-term and final evaluation*

IRDP

Source: mascontour GmbH * Mid-term evaluation: After 2 years; Final evaluation: After 4 years


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3.4.2 Output 1 Objective and Indicators


Output 1 Objective The organisation of producers/cooperatives within the production clusters (e.g. for agricultural value chains or agro-tourism) is strengthened.


Indicator 1 By 2022, 800 people will be active members of organisations/producer groups, of which 15% will be women and 20% young people.

Baseline 2017

800 persons, of whom 15% are women and 20% young people, by 2022

Indicator 2 By 2022, 10 producer groups/cooperatives had carried out joint activities to increase income, 3 of which were targeted at women-specific economic activities.

0 (So far, no group/cooperative joint activities to increase income have been carried out)

10 operative producer*female groups/cooperatives to carry out joint activities to increase income by 2022, 3 of which are targeted at women-specific economic activities

Indicator 3 60% of the persons trained by the project respectively by supported service providers confirm by means of examples that they have applied the contents of the training measures in their work.

0 Applications of education and further training measures

60% of trained persons



Indicator 1 speaks of organisations/producer groups, while indicator 2 refers to producer

groups/cooperatives. Therefore, it is not clear whether the same groups are meant and how they

are distinguished from the cluster-like networks of indicator 3 of the module objective.

For indicator 1 baseline 2017 was given as base value without any further explanation.

Indicator 1 speaks of young people without determining the age limit.

It is assumed that the quantiative target values of the indicators 1-3 will be achieved through the


METHODOLOGICAL APPROACH FOR BASELINE AND MONITORING ANALYSES OF INDICATORS



Frequency

Responsibility

Indicator 1 • Defining the term “organisations/producer groups” in the context of tourism

• Determining the age limit for the group “young people”


• Clarification what means baseline 2017 and if possible derive a base value

Desk work Sources of verification: Member directory

One-time IRDP


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Frequency

Responsibility

• Process-oriented monitoring against indicators

Reporting Sources of verification: Member directory, progress reports of projects (overview about realized activities of organisations/producer groups)

Half-yearly

Projects

Indicator 2 • Defining the term “producer groups/cooperatives” in the context of tourism



Reporting Sources of verification: Progress reports of projects (overview about producer groups/cooperatives)

Half-yearly

Projects

Telephone interviews with key stakeholder of each group/cooperative, questionnaire Sources of verification: telephone logs

Two times: Mid-term and final evaluation*

IRDP

Indicator 3 • Process-oriented monitoring against indicators

Reporting Sources of verification: Progress reports of projects (overview about realized trainings and number of participants)

Half-yearly

Projects

Survey of all training participants Sources of verification: Survey results, photos, work samples

Four months after every training

Projects

Source: mascontour GmbH * Mid-term evaluation: After 2 years; Final evaluation: After 4 years


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Output 2 Objective Rural services that support social and economic development are available to rural communities.


Indicator 1 70% of the producers supported by the project have access to rural services.

0% have access to services

70% of producers have access to services

Indicator 2 70 % of the subsidised services to which producers supported by the project relate are self-financing.

2018: 0 financially self-sustaining services

2022: 70% of services are financially self-sustaining



Indicator 1 and 2 speak of producers and rural services without a more precise definition of their

meaning. In the context of tourism rural services can be possibly defined as tourism services in the

narrow sense of the word as well as the supply of goods and services relevant to tourism. In this case

the producers would be mainly farmers who take advantage of these opportunities to generate

additional income.

It is assumed that the quantiative target values of the indicators 1-2 will be achieved through the





Frequency

Responsibility

Indicator 1 • Defining the term “rural services” in the context of tourism



Reporting Sources of verification: Progress reports of projects (overview about exisiting and newly established tourism services and opportunities to supply of goods and services relevant to tourism)

Half-yearly

Projects

Survey of all relevant stakeholders involved in the project Sources of verification: Survey results

Two times: Mid-term and final evaluation during the project period

Projects


Survey of all relevant tourism service providers

At the end of the project period

Projects


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Frequency

Responsibility

and suppliers of goods and services Sources of verification: Survey results




Output 3 Objective The capacity of local authorities, organisations, civil society and the private sector to implement joint projects to increase income has improved.


Indicator 1 15 projects have been implemented jointly by local authorities in partnership with civil society and the private sector, 4 of which focus on projects for women and young people.

0 jointly implemented projects 15 projects implemented, including 4 projects focusing on women and young people

Indicator 2 There is evidence that vulnerable groups (women, young people, people with disabilities, ethnic minorities) participated in the planning of the 15 projects implemented.

0 projects planned with the participation of vulnerable groups

Demonstrate the participation of vulnerable groups in the planning of 15 projects



It is assumed that the 15 projects mentioned under indicator 1 are equivalent to the granted projects

of the IRDP.

To ensure the fulfilment of indicator 2, the CfP must clearly indicate the importance and active

involvement of vulnerable groups (see also Chapter 3.3).




Frequency

Responsibility


Reporting Sources of verification: Results of the CfP process, progress reports of projects, progress reports of IRDP

Constantly according to GIZ/EU requirements

IRDP and projects


Reporting

Constantly according to

IRDP and projects


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Frequency

Responsibility

Sources of verification: Results of the CfP process, progress reports of projects, progress reports of IRDP, participant lists of workshops and training programmes

GIZ/EU requirements



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4 ANNEX

4.1 Semi-structured Interview Guide

Facts & Figures

• Tourism statistical data at national level (tourist arrivals, origin of tourists, tourism employment)

• Tourism statistical data for Jalal-Abad (tourism infrastructure, tourist arrivals, tourism employment)

• Economic and social data for Jalal-Abad Destination Jalal-Abad

• Main tourism hotspots (attractiveness, quality and competitiveness) and focus regions for tourism

• Natural, cultural and other resources for tourism

• Seasonality

• Unique Selling Point of Jalal-Abad

• Destination Marketing and branding

• Organizational structure/responsibilities in tourism (public and private)

• Main public and private tourism stakeholders

• Promising Civil Society Organisations (CSOs) and NGOs

• Quality of staff and education/training offer Tourism Product Jalal-Abad

• Types of tourism and offered activities/products: quality, attractiveness and competitiveness of the product

• Accommodation/gastronomy: Structure, size, quality, attractiveness and competitiveness; procurement and linkages to other sectors

• Product marketing and distribution

• Existing initiatives to strengthen tourism products

• What was done for tourism development in Jalal-Abad? Results?

• Challenges/gaps regarding existing tourism products

• Potential/ideas for new products

• Most important needs for future tourism product development

• Challenges/gaps for tourism development

• Opportunities/potentials for future tourism development/perspective Tourism providers

• What kind of tourism services do you sell/offer?

• Percentage of Jalal-Abad representation in a tour package

• Problems in your tourism business

• What is the most popular tourism place/ service in Jalal-Abad

• Clients, target group

• How many employees?

• Which marketing tools do you use?

• What should be done for quality of the existing tour services in Jalal-Abad

• What could be done for tourism development in Jalal-Abad Tourism Demand Jalal-Abad

• Origin of international tourists

• Socio-demographic characteristics of tourists

• Travel behaviour (How long do they stay, spendings...)

• Importance of domestic and regional tourism Tourism as instrument for income generation

• Approaches and conditions for increased direct contributions of tourism regarding income generation

• Approaches and conditions for increased indirect contributions of tourism regarding income generation



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4.2 Interviewed Stakeholders during the Mission

INTERVIEWED STAKEHOLDERS DURING THE MISSION

№ Name Organisation Place

1. Kaethe Brakhan; Leonie Herhaus GIZ/ IRDP Bishkek

2. Damir uulu Maksat Head of Tourism Department Bishkek

3. Asylbek Rajiev Executive Director of KCBTA "Hospitality Kyrgyzstan"

Bishkek

4. Anvar Yusupov Manager of NoviNomad/ Trekking Union Bishkek

5. Vladimir Komissarov President of the Great Silk Road Tourism Association

Bishkek

6. Edith Koshkin Project Manager “Biodiversity Conservation and Poverty Reduction through Community-based Walnut Forest and Pasture Management in Southern Kyrgyzstan” (GIZ-EKF)

Bishkek

7. Nurbek Saparov Executive Director of КАТО Bishkek

8. Agnes Luz USAID Enterprise Competitiveness Project (ECP) by ACDI/VOCA

Bishkek

9. Nazira Sheraly Economic Development Component Coordinator, USAID Kyrgyzstan, Parliamentary Strengthening Program (KPSP)

Bishkek

10. Aziret Jusubaly uulu CBT-Osh Coordinator´s Assistant Osh

11. Ibraimjanova Zumurat Malikovna Sunrise Travel, Hotel Osh

12. Aliev Abdulkadir Absamatovich Tourism Advisory Committee Public Union "Destination Osh"

Osh

13. Beksultan Abdisalamov Tour Operators Association Destination Osh Osh

14. Lada Khasanova Excursion and Travel Agency "Osh Travel" Osh

15. Sadykbaev Aibek, Manager,

Ergasheva Nafisa- Accountant

Central Asia Motorbike Travel Muz Too Osh

16. Aitmanbetov Jumanazir - Guide, Rahat Orozalieva - Gueshouse

Service Providers in Kara-Alma Village Kara-Alma Village

17. Ajimamat Isaev Jalal-Abad Oblast Administration, Deputy Jalal-Abad City

18. Jumaly Apiev Jalal-Abad Resort Administration, Deputy Jalal-Abad City

19. Ismail Arapov Bioservice ltd on Biocotton Agrotourism Project

Kirov (Yar Kishlak) Village

20. Shakhnoza Arapova Gueshouse in Kirov (Yar Kishlak) Village Kirov (Yar Kishlak) Village

21. Ruksora Abdullaeva CBT-Jalal-Abad Coordinator Jalal-Abad City

22. Akhmad Egemberdiev - Driver, MyrzaUlukbek - Guide

CBT-Jalal-Abad Service Providers Jalal-Abad City

23. Mazakeeva Syrgabu Handicraft Provider Barpy Village

24. Hayatt Tarikov CBT-Arslanbob Coordinator Arslanbob Village

25. Lachin Sadiev CBT-Arslanbob Guide Arslanbob Village


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INTERVIEWED STAKEHOLDERS DURING THE MISSION

№ Name Organisation Place

26. Attokuziev Khashim Dircetor of the Tour Base Arslanbob Arslanbob Village

27. Tajibaeva Ainagul Arslanbob Resort Deputy Director Arslanbob Village

28. Zeinat, Dilbar Guesthouse Providers Kyzyl-Unkur Village

29. Bazarkul Jooshbaev CBT-Kara-Suu (Sary-Chelek) - Coordinator Kerben City

30. Talant – Deputy, Specialist on social support department – Abdyldaeva Damira, economic department specialist – Nargiza Atamyrza kyzy

Ak-Syu Region Administration Kerben City

31. Kaletov Arstanbek, Kartaev Ulankul Resort "Nur"

Tour Operator and Ak-Syy Resort

Kerben City

32. Ulan Koshoev,

Barpiev Jumankul

Akyn

Service Providers: Guides and Cook in Sary-Chelek

Kerben City

33. Artykbaev Myktarbek, Omuraly Tashbolotov

Padysha-Ata National Park (administration), director, specialist

Padysha-Ata

34. Anarbaev Kurbanaly,

Jooshbaev Baban

Guesthouse Owners Arkyt Village

35. Shabdanov Kushtarbek, Ormonaliev Esenaly

Sary-Chelek National Park Administration Arkyt Village

36. Mariakan Nurdinova Guesthouse Service Provider in Toktogul Toktogul City

37. Damira Raeva Helvetas Swiss Intercooperation Bishkek

38. Zamira Imanalieva Tour Operator Advan Tour Bishkek

39. Baktigul Chorobaeva CBT-Kazarman Coordinator Kazarman/ Bishkek

40. Denis Krasnozhonov GIZ/ NAWI Bishkek

41. Danny Denolf Senior Technical Advisor Development Partnership at GIZ Project "Promoting Adventure Tourism through better Risk Management" in Georgia, Macedonia, Kyrgyzstan, Turkey, Morocco

Bishkek



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4.3 Selection of Tour Operators offering (cross-border) Package Tours in Jalal-Abad Region

SELECTION OF TOUR OPERATORS OFFERING (CROSS-BORDER) PACKAGE TOURS IN JALAL-ABAD

Tour Operators from Germany

Studiosus https://www.studiosus.com/Kirgisistan

Baikaltours https://baikaltours.de/reiseorte/kirgistan/

Marco Polo Reisen https://www.marco-polo-reisen.com/entdecker/Kirgisistan?pk_campaign=192702&pk_kwd=de_mp_Kirgisistan_MPE&pk_medium=google

Diamir Erlebnisreisen https://www.diamir.de/land/kirgistan

Nomad https://nomad-reisen.de/ziele/zentralasien/kirgistan/?gclid=Cj0KCQiA-8PjBRCWARIsADc18TJM7WGXcYh0QpEFV9x_ZAE95ZiB6tET3M1MXwpfbjQVfFZLQYRgIfwaAnH9EALw_wcB

Evaneos https://www.evaneos.de/kirgistan/?gclid=Cj0KCQiA-8PjBRCWARIsADc18TLOt2CSzV8M9jq5ubVTWGvBQB2pXJ9DFwKAdvWgxtDWNnZY-8jDftcaAkNqEALw_wcB&gclsrc=aw.ds

Chili Reisen https://chili-reisen.de/reiseland/asien/kirgistan/

Tour Operators from UK

Audley Travel https://www.audleytravel.com/kyrgyzstan

Explore https://www.explore.co.uk/search?order=0&countries=6126

World Expeditions https://worldexpeditions.com/advanced-search?categories=KGZ

Dragonman https://www.dragoman.com/destinations/details/asia/central-asia-china-and-the-far-east/kyrgyzstan

Responsible Travel https://www.responsibletravel.com/holidays/kyrgyzstan

Tour Operators from Switzerland

Globetrek https://www.globotrek.ch/trekkingreisen/kirgistan/

Tour Operators from Austria

Gta-Sky-Ways https://www.gta-sky-ways.at/rundreisen/weltweit/himmelsgebirge-ferganatal-seidenstrasse

Tour Operators from Denmark

Bookmundi https://www.bookmundi.com/kyrgyzstan

Tour Operators from Belgium

Caravanistan https://caravanistan.com/tours/kyrgyzstan/

Tour Operators from Australia

Intrepid Travel https://www.intrepidtravel.com/en/kyrgyzstan

Tour Operators from China

Young Pioneer Tours http://www.youngpioneertours.com/kyrgyzstan-tours-central-asia-2/


https://www.audleytravel.com/kyrgyzstan

https://www.explore.co.uk/search?order=0&countries=6126

https://worldexpeditions.com/advanced-search?categories=KGZ

https://www.dragoman.com/destinations/details/asia/central-asia-china-and-the-far-east/kyrgyzstan

https://www.responsibletravel.com/holidays/kyrgyzstan

https://www.globotrek.ch/trekkingreisen/kirgistan/

https://www.gta-sky-ways.at/rundreisen/weltweit/himmelsgebirge-ferganatal-seidenstrasse

https://caravanistan.com/tours/kyrgyzstan/

http://www.youngpioneertours.com/kyrgyzstan-tours-central-asia-2/


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4.4 Selection of Uzbek Tour Operators

SELECTION OF UZBEK TOUR OPERATORS

Name Telephone E-Mail and Website

Advantour +998 78 1503020 [email protected]

Marco Polo Сentral Asia Travel +998 71 2527641 [email protected] www.marcopolo.uz

Olympic Tour Service +998 71 1206300 www.olympic-tour.com

Asia Adventures 998 78 1506280 www.centralasia-adventures.com

Sole Vita +998 66 2340444 +998 95 5092239

www.solevita.uz

Sogda Tour +998 66 2353423 +998 66 2353609

www.sogda-tour.com

Silk Road Destinations +998 66 2101008 www.silkroaddestinations.com

Shaherezada Sam Star Tour +998 66 2332740 www.sss-tour.com

Sarbon Tour +998 66 2351894 +998 71 1470477

www.sarbon-tour.com

Salom Travel +998 66 2310887 +998 93 6900664

www.salom-travel.com

Orient Voyages +998 66 2320185 www.tour-orient.com

Karavan Travel +998 66 2101123 www.karavan-travel.com

Darvesh Tour Service +998 66 2100730 +998 66 2277246

www.darveshtours.com

Silk Road Voyages ---- [email protected]

Emir Travel +998 65 2244965 [email protected] www.emirtravel.com

Tashrif +998 71 2550442 [email protected] www.uztour.biz

Sitara ---- www.sitara.com

Klassik Tur +998 65 2243169 [email protected] www.klasstur.uz

Source: Anar Orozobaeva


http://www.marcopolo.uz/

https://www.google.com/search?q=%C2%ABOlympic+Tour+Service%C2%BB&rlz=1C1GGRV_enKG778KG778&oq=%C2%ABOlympic+Tour+Service%C2%BB&aqs=chrome..69i57j35i39j69i59j0l2.2737j0j4&sourceid=chrome&ie=UTF-8

http://www.solevita.uz/

http://www.sogda-tour.com/

http://www.silkroaddestinations.com/

http://www.sss-tour.com/

http://www.sarbon-tour.com/

http://www.salom-travel.com/

http://www.tour-orient.com/

http://www.karavan-travel.com/

http://www.darveshtours.com/

http://uzbekistan.travel/ru/tur-operatori-uzbekistan/[email protected]


http://www.emirtravel.com/


http://www.uztour.biz/

http://www.sitara.com/


http://www.klasstur.uz/


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4.5 Latest Demand Trends of relevant Source Regions and Market Segments

The following latest demand trends are based on a special evaluation of the World Travel Monitor from

IPK International, prepared for and commissioned by ITB 2019.

DEMAND TRENDS OF RELEVANT SOURCE REGIONS

Link to the World Travel Monitor 2019: https://www.itb-berlin.de/media/itb/itb_dl_all/itb_presse_all/ITB_World_Travel_Trends_2018_2019.pdf


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DEMAND TRENDS OF RELEVANT MARKET SEGMENTS


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4.6 Photo Impressions of the On-Site Mission

CBT Guesthouse Room in Arkyt – Sary-Chelek (2 Edelweiss)

Photo Credit: mascontour GmbH

Dinner for Guests in a CBT Guesthouse in Arslanbob (3 Edelweiss)



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Guest Menu in a CBT Guesthouse in Jalal-Abad City (2 Edelweiss)


Museum in Arkyt – Sary-Chelek



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Walnut Oil Production in Arslanbob


Shop with Local Products in Arslanbob



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Handicraft Manufacturer in Jalal-Abad City


Souvenir Sale in front of Shakh-Fazil Archaeological Complex near Ala-Buka


FEASI ILITY STUDY

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