what is tourism plan

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Tourism planning: importance, benefits, types & levels.

Planning is to prepare a Road Map to achieve goals.

Faludi, in 1973, defined tourism planning as "Planning is a very important part of the process by which governments manage tourism at the national, local and organizational levels".

What is Tourism Planning?

The upkeep and expansion of the tourism sector in a particular area is referred to as tourism planning. Planning for tourism is, of course, a crucial component.

Creating strategies and plans to increase, develop, and stimulate tourism for/in a destination may be summed up as tourism planning. The primary motivation behind establishing and implementing strategies for the tourist industry is to generate money, which will eventually raise the GDP of a nation or region.

What is the need for Tourism Planning?

For the expansion of the sector important to plan tourism activities for the following reasons:

• It is necessary to plan tourism activities on different levels and in various manners to promote tourism and boost the economy.
• To provide quality to both tourists and residents.
• It involves making major decisions which cannot be taken spontaneously.

What are the components of Tourism Planning

• Exploration phase/ Preparatory
• Planning phase/Feasibility/
• Zoning phase/Formal planning
• Design and implementation phase
• Operational phase

Most nations that have successfully planned their tourism can be found online and are regarded as incredible holiday destinations. People go to these nations hoping their travel vlogs will increase their subscriber count on YouTube. That is an indication of success in the modern day.

Benefits of Tourism Planning

Tourism destination planning should be a vital component of every destination's tourism development plan to get the best outcomes and please all stakeholders. While some places do a great job of maintaining sustainable tourism, others (typically developing countries) need to recognize the significance of comprehensive tourism development planning.

Tourism planning can benefit various parties involved from the industry in the following ways:

• It boosts revenue and employment thanks to tourist spending.
• It safeguards cultural and natural assets so that visitors can enjoy them.
• It broadens the comprehension of cultural diversity
• It constructs new infrastructure, such as sewage systems, roads, etc., for the community.

Impacts of Tourism Planning

The impacts of tourism destination planning can be sorted into seven general categories:

• Environmental
• Social and cultural
• Crowding and congestion
• Community attitude

According to Inskeep, six "golden standards" should be followed when creating a strategy for tourist planning and policy (1991).

1. Goal Oriented: Tourism Planning should be oriented to achieve broad national and community goals.

2. Integrative: Integrating tourist policy and planning into the economy, land use and infrastructure, conservation, and environmental planning.

3. Market Driven: Planning for successful tourism growth in a cutthroat international market.

4. Resource Driven: Developing tourism that capitalizes on the location's inherent advantages while preserving and improving the features and experiences of existing tourism resources.

5. Consultative: Considering broader community attitudes, needs, and desires to determine what the population will accept.

6. Systematic: utilizing primary or secondary information to support planners conceptually or predictably, incorporating knowledge from other tourist locations

Levels of Tourism Planning

Planning and policy for the tourism industry occur at several levels. This can be done in a top-down approach, with international or national bodies, or a bottom-up approach from a local level.

1. International Tourism Planning: Tourism planning at the international level typically involves international transportation services, the movement and scheduling of tourist tours between different countries, the development of significant tourist attractions and facilities in neighboring countries, as well as the working strategies and promotional programs of many nations.

2. National Tourism Planning: Tourism policy, infrastructural facilities, and a physical structure plan, which includes significant tourist attractions, chosen tourism development regions, international entrance points, facilities, and services, are all addressed at the national level of tourism planning. Additionally, it is concerned with the quantity, types, and quality of lodging and other essential tourist facilities and services; the country's major travel routes and their regional connections; tourism organization

rights, laws, and investment policies; marketing and promotion strategies for the industry; education and training initiatives; and environmental, economic, and sociocultural analysis.

3. Regional Tourism Planning: Regional planning considers factors such as regional policy, regional entrance points, transportation facilities, and services; the types and locations of tourism attractions; the quantity, varieties, and places of lodging and other tourist facilities and services; and the sites of tourist development regions, such as resort areas.

They will also oversee sociocultural, environmental, economic, and impact analyses, regional education and training programmes, marketing strategies, investment policies, organizational structures, legal frameworks, and implementation strategies, including project plans and zoning ordinances.

4. Local Tourism Planning: Participants at the local level will think about the analyses, outputs, outcomes, and assessment of tourism planning at the ground level.

Types of Tourism Planning

Before creating a comprehensive plan to market the destination, the following types of tourism planning are taken into account:

Spatial Tourism Planning: Spatial tourism planning attempts to thoroughly process social, environmental, and economic change to bring about certain ends. Drawing plans, maps or diagrams are put together to decide where socio-spatial activities can occur.

Sectoral Tourism Planning: In this kind of planning, the regions are divided into sections, and each section is called a sector. It concentrates on a manageable area and takes into account the specific infrastructure, land use, transportation, and environmental requirements of that region. Depending on the nature of the products or services provided, economic, social, and administrative activities are grouped into sectors.

Complex Tourism Planning: When various regions are considered for the purpose of tourism planning, it is known as complex tourism planning. These regions are to be developed comprehensively because of the significant interest shown by international tourists. There is a possibility that these regions are located far away from one another.

Integrated Tourism Planning: Integrated tourism refers to making tourism the primary industry in a given area by systematically and comprehensively promoting all available economic, social, and tourism resources.

Sustainable Tourism Planning: Sustainable tourism planning involves striking the correct balance between the requirements of people and the environment. It entails stating the community's mission, vision, and unique selling point or identity in clear terms. With the help of this type of destination planning in our local communities, we are better equipped to plan for the long term, and respond to changing target markets, trends, and emergencies like the Covid-19 outbreak. Additionally, it guarantees that resources are allocated properly while ethically and sustainably establishing local communities. This method of tourism planning benefits people and places in positive ways on all fronts—socially, economically, culturally, and environmentally—puts sustainability at its core.

Centralized Tourism Planning: Centralized tourism planning is done by a single authority, usually the state or central government.

Decentralized Tourism Planning: Organizations are interested in developing tourist spots and planning the various activities visitors can enjoy. (Joint Venture).

They take assistance from government. Suggested Read:  Sustainable Tourism

Frequently Asked Questions

Q1. why is tourism planning important.

A1. Destination development plans should include tourism planning since it promotes a destination's long-term viability and encourages cooperation among important stakeholders..

Q2. What are the features of tourism planning?

A2. Three general principles of planning for tourism can be specified as anticipation, regulation and monitoring.

Q3. What are the barriers to tourism planning?

A3. A3. According to earlier research conducted in several nations, a common pattern of issues has emerged. For instance, financial constraints, a lack of knowledge, an insufficient amount of time, and other issues have prevented local governments from incorporating tourism into their development plans.

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Preparing The Tourism Plan

In step-by-step fashion, this page discusses the elements involved in developing community tourism plans.

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Plan outline.

A tourism plan is described as a written document produced on behalf of a community by a group of people representing a broad cross-section of interests. We propose that the plan provide a framework for businesses, local government and other organizations to analyze tourism resources and concerns, and encourage tourism development and promotion within the community. The plan needs to be monitored and reviewed to allow for appropriate changes.

Tourism Plan Components

A tourism plan should include a clear vision about why the plan is being developed and a thorough assessment of the current state and future potential of tourism in your community. It should chart a course of action for developing your tourism product and attracting your target markets.

The following components are essential:

• A short introduction that answers the following questions:
• What are the plan’s purpose and focus?
• Who developed the plan and under what authority?
• What does the plan hope to accomplish?
• When was the plan prepared? When will it be monitored and reviewed?
• How was the plan developed? How was public input obtained?
• How should the plan be used? Who will use it?
• Why is the plan important to the community?
• The stated tourism policy for the community.
• A summary of the community's tourism markets.
• Lists of the community's tourism assets.
• Lists of the community's tourism concerns.
• The community's tourism goals.
• The community’s tourism objectives.
• The action steps required to accomplish each objective.

Plan Format

A Sample Tourism Plan can be viewed here . It primarily consists of lists and charts. If it is stored electronically in a Microsoft Word document or a PowerPoint presentation, amendments and additions can be easily incorporated and shared amongst committee members and interested parties.

Plan Content

The tourism plan should deal with the five key components of tourism:

• Attractions
• Infrastructure
• Human Resources

Who Prepares the Plan?

The tourism committee, will be responsible for producing a tourism plan and guiding its implementation.

It would be helpful if all members of the tourism committee reviewed this Community Tourism Planning Guide prior to the first committee meeting.

Committee Meetings

Once you have a commitment from representatives of a broad range of interest groups, it is time to call the first meeting. Being well-prepared and organized will start the process off on the right foot. By gathering relevant information, circulating necessary documents ahead of time and drafting a clear and manageable agenda, you will ensure that your meetings are productive and completed in the time allotted. Remember, a successful meeting is measured by what is accomplished, not by how long it lasts. Fatigue will set in and productivity will wane if meetings exceed two-and-a-half hours.

The steps involved in organizing tourism committee meetings are outlined in further detail as you continue to read on.

Establish Meeting Time and Date

The meeting could be set by the municipal council, which might assign a person to notify other committee members of the details. The council may also provide initial leadership to start the process. At this time, it is recommended to secure a suitable meeting space, source required audiovisual equipment and book any required catering

Compile Background Information

For the first meeting, compile as much pertinent background information on tourism in the district as possible. The assigned resource person could make a valuable contribution to the committee by compiling relevant information, which may include the following:

• Municipal information – Official Community Plan (OCP), parks and recreation master plan, economic development strategy
• Tourism statistics – tourist information/visitor services centre statistics, campground occupancy data, highway traffic volumes
• Tourism promotional material – local/regional/provincial/federal promotional pieces, online content and/or video productions Tourism Saskatchewan, various government departments and agencies, as well as your local municipal office can provide some of this information.

Assemble Meeting Materials

For each meeting, the committee should ensure that they have the following resources readily available:

• Copies of the Community Tourism Planning Guide
• Adequate tables, chairs and wall space
• Flip chart(s) with plenty of paper and an easel or method of mounting the chart for easy viewing
• General office supplies – felt markers, push pins, masking tape, pens/pencils, notepads (for each member)
• Background information compiled in the previous step
• Coffee and/or refreshments
• Name tags/cards if members are not acquainted
• Copies of the agenda
• Laptop(s) for presentations and recording minutes
• Audiovisual equipment, including a projector and screen (if required)

Draft Meeting Agenda

An agenda serves to keep the meeting focused and to assist the chair if the group strays off-topic. The agenda for the first meeting should be distributed to committee members in advance of the meeting date and should include:

• Welcome and opening message by the chair
• Personal introductions by each committee member
• Review of the agenda
• Review of the committee’s terms of reference
• Review of the Community Tourism Planning Guide
• Review of the background information
• Tourism policy
• Selection of a chairperson
• Selection of a recorder (if not provided by council)
• Consideration could be given at this time for obtaining the services of a qualified facilitator
• Review of decisions reached and any assignments made, including the date to be completed
• Date and agenda for the next meeting

Role of Chairperson/Recorder

Meeting follow-up.

During the course of this or other meetings, questions may arise that committee members cannot answer. The chairperson, in consultation with the group, can seek answers to these questions by assigning responsibility. Designated committee members can collect pertinent information and report back to the committee within an agreed-upon time frame.

Meeting Documentation

Throughout the meetings, there will be a need to keep track of what has been discussed and approved. Establishing and maintaining a record of committee activities can be done as follows:

• The chairperson or an appointed member can record lists and group statements on a flip chart or whiteboard for all to see. This can be done in point form as the meeting proceeds, and is a good idea, since it helps keep the group focused on the topic under discussion.
• The appointed recorder will keep detailed minutes for subsequent distribution to committee members. The minutes will form a permanent record of what takes place at each meeting and when steps in the process are completed. The date of completion should be recorded. A laptop computer is useful and convenient for recording, amending and distributing minutes.

Tourism Markets

Before addressing the task of listing your markets and describing or profiling them, spend a short period of time in open discussion about your community's tourism policy.

Identify Tourism Markets

Think about what you are trying to achieve through your tourism policy. Your policy may state that you want tourists to increase their length of stay and the amount of money they spend in your community. What kind of information will you need to help meet the objectives of your policy?

Tourism Saskatchewan has assembled market segment profiles for Canadian leisure travellers. You can view them here .

During your general discussion of tourism markets, the committee should consider the following questions about your current visitors:

• Why do people travel to your community? Is it for pleasure, business or both? Is it to visit friends or relatives, attend an event or participate in an activity? Are they coming to your community to learn something? Do you know how many visitors fall into each of these categories?
• When do people travel to your community? (e.g. weekends, holidays, hunting season, winter, summer)
• How do people travel to your area? (e.g. car, motorcoach, recreational vehicle, aircraft)
• From where do your tourists come? Are they from nearby towns, cities, rural areas, other provinces or other countries?
• Do you know other "demographic" information about visitors to your community? For example, can you put them into categories of age, gender, income, education, marital status, or occupation? If this kind of specific data is not available, make your best guess.
• What knowledge do you have concerning tourism markets in other communities?
• What are the trends in travel and what attracts tourists today?

A general discussion of all of the above is worthwhile. Remember to think in terms of your own community and the area in which it is located. Keep in mind that throughout the entire planning process, the tourism plan must take into consideration your community's regional context.

Many of your tourism markets will be similar to those of nearby communities. Although you are developing a tourism plan for your own community, many of the objectives you will eventually develop may entail working and cooperating with other communities.

Dedicate about 30 minutes to a general discussion of tourism markets at this meeting of the committee. In the next step, you will develop your tourism market profiles.

Develop Tourism Market Profiles

To put tourism markets in focus, the committee must develop tourism market profiles, which describe the types of tourists who currently visit or pass through your community. Visitors or tourists can be categorized according to their reasons for travel:

• Attendees of cultural events/performances
• Business travellers
• Road and utility work crews
• Sports teams and spectators
• Delegates of conventions/meetings
• Snowmobilers
• Motorcoach tour travellers
• Visitors of friends and relatives
• Ecotourism or outdoor adventure enthusiasts
• Attendees of agricultural fairs/exhibitions
• People seeking professional services (medical visits, business appointments)

Types of tourists will vary from community to community. Information about the types of tourists visiting or passing through your community should be tabulated, using a chart similar to the Tourism Market Profile Chart which can be found here .

A copy of this should be drawn on a flip chart or whiteboard for use during the meeting. As tourism market profiles are developed, the chairperson or an appointed member should fill out the chart. You could distribute individual blank copies of the Tourism Market Profile Chart to each participant to work through as a group.

Use a pencil when marking individual charts or have additional blank charts available. Changes to the profiles may occur later in the planning process as input is sought from businesses, museum societies and other relevant organizations.

As you proceed with your profiles, the chairperson should ask all committee members for input on what types of tourists visit or pass through your community. The tourist types should be recorded along the left margin of the Tourism Market Profile Chart.

Next, the chairperson should ask the committee if questions beyond those appearing along the top margin of the chart should be included. Additional questions should be recorded in the spaces available.

The committee can now profile tourism markets by simply answering each question about each tourist type and filling in the blanks. If some of the questions are difficult to answer, the committee should make its best guess by consulting the reference material that was gathered for the meeting and making use of committee members’ knowledge about visitors to the area.

Once questions related to each tourist type have been answered, record the information. It will form an important component of your tourism plan. To complete the chart, rank each tourism market in order.

Rank Your Tourism Markets

Ranking your tourism markets is beneficial for several reasons. Through the exercise of ranking, your major markets will become readily apparent. The results of these rankings are valuable later in the planning process when the committee must decide where to concentrate its efforts. Ranking your markets is also important because it stimulates more thought and discussion regarding this very vital element of the tourism plan.

Determine the importance of each of your tourism markets (types of tourists) by exploring the following questions:

• How many of each tourist type come to your community?
• How much time does each tourist type spend in your community?
• How much money does each tourist type spending your community?

You do not need exact figures to apply these criteria. To illustrate, simply determine whether anglers are more or less important to your markets than sports teams and spectators.

Indicators for ranking tourist types appear in spaces along the left-hand side of the Tourism Market Profile Chart.

A grading system can be used if the committee has difficulty determining rank. Committee members individually grade each tourist type on a scale of one to 20. Twenty represents the highest importance, one represents the lowest. Grading is done independently and the results are passed on to the chairperson for tabulation.

Here is an example of how it works:

Eight committee members grade a tourist type as follows:

First member gives a grade of....................8

Second member gives a grade of.............12

Third member gives a grade of ................15

Fourth member gives a grade of................9

Fifth member gives a grade of .................17

Sixth member gives a grade of.................13

Seventh member gives a grade of ..........14

The chairperson gives a grade of.............10

Total..........................................................98

Once the committee grades all tourist types, the highest totals will surface as your top tourism markets.

The market with the highest total is the most significant and should be ranked number one on the Tourism Market Profile Chart. The market with the second highest total should be ranked number two and so on.

In the event of a tie, a simple show of hands should suffice to reach a decision.

Keep in mind, the above procedures for ranking or grading will apply not only to tourism markets, but also to assets, concerns and objectives that will be dealt with later in the planning process.

Once the Tourism Market Profile Chart is complete and your markets have been ranked, you will be ready to check the validity of your work.

Solicit Input from Businesses and Relevant Organizations

Prior to the next committee meeting, the chairperson should assign members of the committee to contact relevant businesses, organizations and individuals such as:

• Hotel and motel operators
• Restaurateurs
• Park and campground operators
• Service station operators
• Tourist information booth operators
• Hunting and fishing guides
• Indigenous councils or local groups
• Saskatchewan Ministry of Highways and Infrastructure
• Saskatchewan Ministry of Environment
• Saskatchewan Ministry of Parks, Culture and Sport
• Saskatchewan Ministry of the Economy
• Tourism Saskatchewan
• Destination area/destination marketing representatives Municipal officials
• Retail businesses
• Service clubs
• Cultural event organizers
• Tourist attraction operators (e.g. museums, cultural centres)
• Sporting event organizers
• Golf course operators
• Community Futures Development Corporations

When these businesses and organizations are reached, committee members should provide them with copies of completed Tourism Market Profile Charts and ask for input. This is also an opportune time to explain the tourism planning process.

Mention that assistance would be appreciated at this stage and suggest that there will be further opportunities for input when a draft tourism plan has been formulated. Ask what tourism promotional activities are currently underway and what is planned for the future.

Additions or changes that result from talks with others in the community should be discussed at a subsequent committee meeting. A record of any approved changes or additions should be made at that time.

The next step is to list your community's tourism assets.

Tourism Assets

This part of the process features a brainstorming session by the tourism committee. The session is aimed at developing five lists that will include all of the tourism assets in and around your community. The lists will correspond to the five components of tourism:

Defining Tourism Assets

Tourism assets should be confined to those community assets that can or do attract and serve tourists.

Your community may have a high school, a new grocery store, a recently expanded library and an RCMP detachment – all of which constitute community assets. However, none of these relate directly to tourism unless the asset is somehow unique. For example, a retail outlet that is housed in an historical building would qualify.

Listing and Ranking Tourism Assets

Mark five flip chart sheets with an asset category corresponding to the five components of tourism.

The chairperson can ask the committee to either brainstorm the community’s tourism assets or offer suggestions, one by one, until all possibilities have been explored.

Keep in mind that assets can be placed under more than one category. This is helpful if the committee has difficulty deciding where an asset fits. Also, tourism assets do not necessarily have to be within your community. For example, tourists travelling through your area may be going to or coming from an attraction, such as a national or provincial park, that is some distance away. In this instance, the park should be recorded on the Tourism Attraction Assets list.

Once you have established a list of assets for each of the five key components of tourism, each list should be ranked.

Your tourism assets should be ranked to highlight the community's tourism strengths. You will want to build on these when it comes time to establish your tourism objectives and tourism action steps. When considering the importance of tourism assets, the committee should ask the following:

• How attractive is the asset to tourists?
• How unique is the asset to your community?
• How easily can the asset be promoted to tourists?
• How effective is the asset in attracting tourists to your community to spend time and money?

The chairperson should lead the group in ranking the tourism assets that have been identified for each of the five components of tourism. The importance of each asset should be designated by assigning it a number. Rank the assets, one-by-one, from most important to the least. For example, consider all of the assets listed under Tourism Attraction Assets and number accordingly, then move on to Tourism Infrastructure Assets and so on.

If difficulty arises during the ranking of any tourism asset, you can use the grading system described above.

Tourism Concerns

The committee is now ready to compile five lists of the community's tourism concerns. Again, one list is needed for each of the five key components of tourism. Before starting your lists, you must understand what is meant by tourism concerns and how they relate to your markets and your assets.

What are Tourism Concerns?

Tourism concerns can include:

• Negative assets – Check your lists of assets, as well as your Tourism Market Profile Chart. Do either your assets or your markets have any negative features?
• Outright liabilities – Perhaps there is a shortage of skilled employees, which are critical to providing the quality tourism experience visitors expect. Committee members should try to list all concerns, even those that seem insurmountable, because someone else may be able to offer a solution. Even if no solution is found, you will have discussed the matter and put it into realistic perspective for the community.
• Undeveloped ideas – They may include great ideas that have not received action. Again, your assets lists and market profiles will likely reveal interesting suggestions about what could or should be done to increase tourism in your community.

It is important to consider both the positive outcomes and the challenges of proposals for increasing tourism. When rephrased negatively, a great idea can become a concern.

• Few clean washrooms at local service stations (tourism businesses)
• No well-maintained and easy to reach parking areas (tourism infrastructure)
• Interesting attractions are not visible from the highway (tourist attractions)
• Some merchants have not recognized the importance of hospitality and customer service (tourism human resources)

Any one of the above could be listed as a concern. If you have difficulty categorizing a particular concern under the five key components of tourism, it probably has not been stated specifically enough.

Remember, the more specific you are in expressing your concerns, the easier it will be to find a solution.Remember, the more specific you are in expressing your concerns, the easier it will be to find a solution.

Listing and Ranking Tourism Concerns

To list and rank tourism concerns, use the same procedures you followed for tourism assets. Create five lists of tourism concerns – one for each of the tourism components. If you have sufficient wall space, keep your tourism assets lists and the Tourism Market Profile Chart posted for easy reference.

Once each list is complete, the concerns should be ranked. By ranking, your biggest concerns will receive the attention that they deserve. When it comes time to seek municipal and public input on your tourism plan, it will become readily apparent if your principal concerns are in line with what others think. As an added benefit, if the committee identifies easily addressed concerns that can lead to highly visible and positive results, they can be used to bolster community support for the committee’s work.

The following criteria apply to determining the importance of tourism concerns:

• Issues that have a negative effect on many or all of your tourism markets should rank higher than those that affect a fewer number.
• Consider how much time, effort and money will be needed to address the identified matter. Obvious concerns that can be more easily addressed should rank higher than those requiring a substantial commitment. Capture the easy “wins” first.

Again, if the committee experiences difficulty when ranking concerns, use the grading system described above.

When this stage of the process is complete, the committee should have lists of valuable information and a reasonably good understanding of the community's tourism markets, assets and concerns, and how they relate to each other.

The recorder should make sure this background information forms part of the committee's minutes.

Your next step is to state your community's tourism goals.

Tourism Goals

Defining tourism goals.

Tourism goals are clear, concise statements that broadly outline what the committee would like to see happen to tourism in the community. All goals must be compatible with the community's tourism policy and should provide direction for more specific objectives to follow.

How to Develop Goals

A simple way to state tourism goals is to insert the words "to improve" in front of each of the five basic components of tourism. Thus, the committee's goals would be:

• To improve tourism attractions;
• To improve tourism businesses;
• To improve tourism infrastructure;
• To improve tourism human resources; and
• To improve tourism promotion.

By stating tourism goals in this fashion, the committee is assured that all the tourism concerns (also stated in relation to the five components) will be considered.

Tourism Objectives

Defining tourism objectives.

Tourism objectives are more specific than goals. They are the stated desires of your committee and represent the ends to which community action should be directed. If acted upon, tourism objectives will help you accomplish your tourism goals. Each tourism goal will likely involve several tourism objectives.

Setting objectives is a difficult, but necessary process. The following guidelines will assist the committee in determining them.

Tourism objectives:

• Do not have to be stated as complete sentences
• Should be clear and concise – Would someone outside of the committee or community understand it?
• Should help accomplish the goal to which they relate
• Should be measurable – In six months, will you be able to determine whether an objective has been fully accomplished, partly accomplished or not accomplished at all?
• Should be realistic – Does the objective relate to an existing or potential market? Do you have or can you acquire the resources needed to accomplish the objective?

How to Develop Objectives

Examples of tourism objectives can be found in the Sample Tourism Plan here . The committee should set aside a few minutes to read over the sample objectives provided. When this brief orientation is complete, you should be ready to develop objectives of your own.

Focus on one goal at a time. As you develop objectives for each of the five tourism components, be sure to have the Tourism Market Profile Chart and the corresponding list of assets and concerns posted for easy reference. For each tourism component, reproduce the Goals and Objectives Worksheet on a separate flip chart sheet.

Each objective is formed by restating one concern as a positive statement that will help to accomplish the tourism goal. It may be possible to have one well-worded objective that will adequately deal with more than one concern.

Avoid wording that is so broad or general that the objective becomes difficult to fulfil or measure.

In determining objectives, examine the relationship between the needs and wants of your tourism markets and the tourism resources of your community. For example, your community may be on a frequently used route for motorcoaches travelling along a major corridor. What are the needs and wants of these travellers? Motorcoach operators often want accommodations that provide quality service, competitive rates and restaurants capable of serving larger groups.

You may have these assets and wish to establish an objective such as “to increase motorcoach stopovers in our community from five this year to 20 stopovers next year.” You might consider the following action steps to achieve that objective:

• Identify special tour services in publications and websites produced by Tourism Saskatchewan and local tourism associations
• Contact appropriate tour companies recommended by marketing consultants at Tourism Saskatchewan

Your community may be an attractive location for shopping, business conferences or outdoor activities. An objective might be: “To increase the number of visitors to our community for shopping, business conferences, etc.” Newspaper ads, highway signs, store or mall displays and many other promotional options are additional actions that could help you achieve your objectives.

You can promote a service or an attraction in a number of ways. You will have to choose the option(s) appropriate to your tourism policy, the specific tourism market(s) you are trying to reach and your community's financial and human resource capabilities.

As you establish objectives, always consider your tourism markets, assets and concerns, and think about how realistically you can satisfy the market needs that you have identified.

The process for developing objectives should unfold as follows:

• Display the necessary flip charts.
• Write your goals in the appropriate column of the Goals and Objectives flip chart sheet. Committee members may follow along on their individual Goals and Objectives Worksheets.
• Take a few minutes to review your Tourism Market Profiles, as well as the tourism assets and concerns lists relating to the goal you are considering.
• Focus on the tourism concerns list and be certain all wording is specific and easily understood, and that all your bases have been covered.
• Make any changes to your tourism concerns list that result from your review.
• Focus on the first concern on the list and determine what should be done to address it.
• Write an objective that addresses this concern (refer to the Sample Tourism Plan for hints on what objectives could look like). Experience has shown that it is often best to write down your first thoughts. Once the committee has something on paper, you can add, delete or amend at will. Do not worry about neatness, this is a time for creative thinking.
• When everyone is satisfied with the wording of the objective, move on to the next concern and develop the next objective.
• When all tourism concerns relating to your first goal have been addressed, display your tourism assets and concerns lists for the next goal and repeat the process.

As you continue, make sure the committee's recorder captures the conversation accurately. When you are satisfied that the concerns have been properly stated and addressed with objectives, you are ready to start ranking the objectives. To avoid fatigue, committee meetings should not exceed two-and-a-half hours. Consequently, you may decide to rank the objectives at your next meeting.

Ranking Objectives

The procedure for ranking objectives differs from the process that you used to rank tourism assets and concerns. Objectives are ranked together regardless of the tourism goal to which they relate.

To rank objectives, make use of the grading system described above. Following this procedure, as you grade each objective you are also determining the rank. To start with, the committee should rank only about 10 objectives in order of priority (one being the most important and 10 being the least).

A priority list of 10 objectives is recommended to provide direction as to what the committee wants to initially achieve. All remaining objectives should be considered of equal importance and may be addressed whenever the committee wishes.

Ranking your objectives is a very worthwhile exercise. For everyone who will review the plan, the process highlights what the committee feels are the community's tourism priorities. When it comes to implementing the plan, the committee will be able to assign responsibility and develop timelines quickly and appropriately.

To begin, display your Goals and Objectives Chart and look at all of the objectives together. The following criteria will help you to assess and prioritize your objectives. Consider how effectively they:

• Attract more visitors
• Encourage visitors to stay longer
• Encourage visitors to spend more money
• Minimize adverse social, economic and/or environmental effects
• Produce highly visible results when accomplished
• Appeal to the community at large
• Support the community at large
• Reflect what the community is capable of achieving

There will be both short-term and long-term objectives. Short-term objectives are identifiable by how easily they can be accomplished and how quickly they will show results. By their nature, long-term objectives will require considerably more time to accomplish.

The committee is now well on its way to completing the first draft of the tourism plan. You have stated all your objectives clearly and are ready to carry on with how you propose to accomplish them.

Tourism Action Steps

Defining tourism action steps.

It is important to outline in a detailed, step-by-step fashion, the various actions needed to achieve individual objectives. In all likelihood, a number of action steps will be required for each. They should be very specific, and should dispel any confusion about what needs to be done and how to accomplish it. While tourism action steps represent the committee’s best guess as to what should be undertaken to accomplish each objective, they may lead to a dead end or indicate the need to develop alternate plans.

For examples of tourism action steps, refer to the Sample Tourism Plan here .

How to Develop Action Steps

Distribute copies of the Actions Steps Worksheet which can be found here . The worksheet summarizes the process of developing action steps that are required to achieve your determined objectives. The top of the worksheet should be completed for each objective before you develop the corresponding action steps. There is also a space to provide background (or justification) for the objective that has been stated. This brief background statement should be developed by the committee and noted as each objective is addressed. It allows the committee to describe why the objective is being proposed, and will help municipal council and others to better understand your thinking.

As you proceed, keep in mind that individual committee members will eventually be responsible for supervising the coordination of each step after the tourism plan has been drafted, submitted to the municipal council for review and approval, and feedback has been received from the public.

Action steps should be listed in the order in which you expect them to be accomplished.

For the moment, there is no need to formally assign responsibility or set specific deadlines for the action steps. This will be done after the committee has received input from municipal council and the public. Input may result in significant changes to the plan. The committee should always strive to be as flexible as possible throughout the process.

Once you have outlined your tourism action steps, you will have everything you need to develop the first draft of the tourism plan. Remember, you can always refer to the Sample Tourism Plan to review the outline and content for your draft plan.

When the draft plan is submitted to municipal council, it is advisable to include a list of businesses, individuals, organizations and other government agencies that the committee feels should have input into the plan. Council may wish to make additions to this list.

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7 New Trends in Tourism Planning You Must Know

Written by Greta Dallan on July 26, 2022 . Posted in Blog , Uncategorized .

What is Tourism Planning? 

Tourism planning consists of creating strategies to develop tourism in a specific destination. Knowing and understanding current trends allows those in the industry to tailor their operations to meet demand. It is crucial for DMOs and tourism businesses to stay up-to-date.  

Origin and development of tourism planning

Tourism planning was born from the necessity of simultaneously balancing the economic goals of tourism and preserving the destination’s environment and local welfare. It  arose in the second half of the 1990s, when mass tourism brought an unparalleled change in the travel environment. Consequently, the industry had to develop new standards to adapt to this change. 

The aim of tourism planning

The current objective of tourism planning is to control tourism’s unprecedented expansion to limit its negative social and environmental effects, while maximizing its benefits to locals. 

These goals can be reached by:   

• Analyzing the development of tourism in the destination
• Examining the state of affairs in a specific area and executing a competitive analysis
• Drafting tourism policies
• Defining a development strategy and actionable steps

Businesses looking for support through this process can reach out to Solimar International or check out this free toolkit . Solimar has a dedicated team of staff who employ a wide range of skills to promote economic growth, environmental preservation, and cultural heritage conservation. 

Why is Tourism Planning Important? 

Tourism planning should be part of destination development plans because it supports a destination’s long term success and incentivizes the collaboration of key stakeholders.

Tourism planning maximizes tourism benefits like: 

• Promotion of local heritage and cross-cultural empathy
• Optimization of tourism revenue
• Natural environment and resource protection

Tourism planning also minimizes tourism drawbacks such as: 

• Overtourism, and consequently anti-tourism feelings
• Economic leakage
• Disrespect for the local culture
• Damage to the local environment

Tourism planning is also important because, by creating plans and strategies, destinations provide an example that other destinations can follow to improve tourism in their area. It ensures that the destination is consistent with changing market trends, constantly addressing tourist and resident needs as they arise. 

This was made clear in the Cayman Islands. The surge of cruise tourism caused a massive influx of tourists, which brought new challenges to the small islands. Consequently, the destination’s goal shifted from attracting tourists to sustainably managing them. The development of a National Tourism Management Plan was key to provide stakeholders with the tools they needed for sustainable tourism management. 

What are the Newest Tourism Trends?

In the planning process, it is fundamental to consider how new tourism trends influence the future of tourism planning and allow destination strategies to stay innovative.

1. Safety and Cleanness

The Covid-19 pandemic brought about significant change to tourism and tourists’ perception of travel. Tourists are now more concerned about safety and cleanliness. They have a preference for private home rental, contactless payments, and booking flexibility due to the constantly-evolving global health situation. They are also more willing to visit natural environments and less crowded destinations where they feel safer.

→ Tips for DMOs : Have safety and cleanliness standards, allow flexible bookings and contactless payments, and focus on open-air experiences. 

An excellent example of these practices is Thailand, which decided to boost tourism after Covid-19 by rebranding itself as a safe tourist destination , issuing safety certificates to infrastructures to build public trust. 

2. Social Media

Social media is the preferred channel for travel inspiration, influencing travelers’ decision-making because videos and pictures create an emotional bond between people and places. 

The preferred platform depends on the traveler’s generation :

• Gen X uses Pinterest and aesthetically pleasing blogs
• Millennials use Instagram
• Gen Z uses TikTok

Generation Z is also more willing to travel after Covid, and they will have  high spending power in the next few years . 

Video content is favorable because of the high engagement and interaction it creates compared to pictures. In this context, TikTok is the future of travel marketing. On this fast-growing platform, videos are likely to become viral because of the app’s algorithm. For example, the travel campaign #TikTokTravel, where people were invited to share videos of their past trips, was viewed by 1.7 billion people . 

→ Tips for DMOs : DMOs can use TikTok to promote attractions, restaurants, and tours partnering with influencers. Social media can attract new customers, monitor Instagrammable locations, and manage overcrowding by promoting lesser-known areas. This all helps shift tourists away from hot spots. 

Follow Solimar International’s success with social media promotion through their World Heritage Journeys of the European Union project. By providing research, media-rich itineraries, website promotion, and mobile maps, Solimar International can help your organization reach its target audience.

3. BLeisure Travel

Due to technology, the separation between work and life is blurred. This premise gives birth to the BLeisure travel, a genre of travel that combines business and leisure . Aside from those who travel for work, combining some leisure during their stay, there is an increasing number of digital nomads. These people are freelancers or smart workers who decide to adopt a traveling lifestyle. They will look for business hotels where they can easily obtain a fast Internet connection and a good working environment.

Some destinations are rebranding themselves, targeting those who work remotely. A good example is Aruba, which promotes itself as a paradise for workation .  

4. Destination Uniqueness

The tourism market is becoming increasingly competitive, especially for destinations with similar climates or natural features. To stand out, destinations need to focus on their distinctive assets. Places should identify a destination brand, which highlights their culture and the unique experiences they offer to tourists, instead of branding common and widely-available tourism practices.

An example of destination uniqueness as a trend of tourism planning is Uganda, which is widely known as a safari destination. The country rebranded itself by focusing on its one-of-a-kind cultures, landscapes, food, and traditions, labeling itself “The Pearl of Africa.” This is one aspect of Uganda’s tourism planning process. By identifying and promoting a destination brand, Uganda aims to develop an immersive tourism for meaningful and transformative experiences abroad. 

5. Transformative Travel 

Transformative travel is an expression of the experience economy combined with experiential travel. The latter is about living once-in-a-lifetime, off-the-beaten-track experiences rather than conventional ones, connecting visitors with local cultures. 

Transformative travel is defined by the Transformational Travel Council as:

 “ intentionally traveling to stretch, learn and grow into new ways of being and engaging with the world.”

Therefore, transformative travel is an immersive experience that aims to inspire personal transformation, growth, and self-fulfillment. People travel to transform their own lives and the lives of those who live in the destination. 

→ Tips for DMOs : Destinations should focus on providing unique and authentic experiences that connect travelers with locals. This enables tourists to experience local culture, food, and lifestyles, lending way to authentic experiences that they are sure to remember.

6. Sustainability and Community Engagement

Travelers are becoming more conscious of their environmental impact, and they are more willing to adopt a sustainable travel style. This means not only doing less harm to the environment, but also making a positive impact on cultures and economies, generating mutually beneficial relationships between tourists and locals.

An excellent example of a country that stays ahead of trends in tourism planning is Jamaica. Instead of boosting sun and beach tourism development, Jamaica has recently focused on community-based tourism , providing several experiences that empower locals. 

By focusing on poverty reduction, gender empowerment, equality and employment, Jamaica utilizes tourism to achieve social justice goals. 

Similarly, Solimar contributed to an Artisan Development project in Morocco. By strengthening the connection between local artisans and tourists, Marrakech and Fez saw a significant increase in direct selling to consumers, which contributed to increased local welfare.

7. Technology to Manage Overtourism

The rise of charter flights boosted mass tourism. This has pressurized cities, raising the debate on the limits of acceptable change and generating anti-tourism sentiments among residents. One example of this is in Sedona, Arizona, where we helped manage visitor flow by marketing and promoting the nearby towns and attractions in Arizona’s Verde Valley . 

→ Tips for DMOs : Destinations should exploit technological advances to develop crowd management techniques. Some DMOs used gamification to manage tourism flow, spreading visitors in less known or less crowded areas. This is popular in London, for example, with the Play London with Mr. Bean app, a program that allows tourists navigate to different parts of the city and find points of interest quickly. This gives the city the opportunity to redirect tourist flows to spread-out spots in London.

To learn more about the tourism planning process and future trends in the tourism industry, visit our Institute for Sustainable Destinations website today. 

By Greta Dallan & Hannah Lambert

Tags: #regenerativetourism , #SustainableTourism , #tourismstrategy , #travelindustry , destinationmanagementorganization , DMO development , dmos , regenerative travel , tourism development , Tourism Planning , Tourism trends

Why tourism planning is important

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Tourism planning should be an integral part of any destination’s tourism development plan in order to achieve the best results and satisfy all stakeholders. Tourism planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

In this post I will explain why tourism planning is so important and recommend some literature for further reading on this topic. This information on tourism planning should be helpful to a number of tourism stakeholders, including business entrepreneurs, Government bodies and tourism workers. It is also useful for those studying travel and tourism as well as those who have a general interest in the subject. For an introduction to the concept of tourism policy and planning visit this post- ‘ The different levels of tourism policy and planning ‘. 

Wait! Before you read on, take a look at the short video that I created all about the importance of tourism planning! 

What is tourism planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, tourism planning is a very important part of this.

On a basic level, tourism development can be defined as creating strategies and plans to increase/develop/encourage tourism for a destination. The fundamental reason behind planning and implementing strategies for developing the tourism sector is primarily to make money and to subsequently increase the GDP of a country/area.

You might also be interested in my post- ‘ What is tourism? A definition of tourism ‘ 

Tourism development consists of many elements including, but not limited to: developing and managing private-public partnerships, assessing the competitors to gain competitive advantage, ensuring responsible and sustainable development, viewing tourism as an interconnected system and a demand-driven sector, assessing private sector investment and international cooperation, tourism clustering and involvement by the Government.

According to Williams cited in Mason (2003);  

‘The aim of modern planning is to seek optimal solutions to perceived problems and that it is designed to increase and, hopefully maximise development benefits, which will produce predictable outcomes’.

And Getz (1987) cited in Pearce (1989) defines tourism planning as;

“A process, based on research and evaluation, which seeks to optimise the potential contribution of tourism to human welfare and environmental quality”

Tourism development planning should be an integral part of any destination’s tourism plan in order to achieve the best results and satisfy all stakeholders. Tourism development planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

What is tourism development planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, planning is a very important part of this.

Basic stages in tourism development planning

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy . Fortunately , destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

On a basic level, the main stages in tourism development planning include: the analysis of previous tourist development; evaluation of the position of tourism in the area including competition; formulation of relevant tourism policy by Government; the defining of a development strategy and the formation of a programme of action.

The benefits of tourism development

Tourism development planning enables a range of benefits to all stakeholders involved, for example:

• It increases income and jobs from tourist spending
• It helps preserve cultural and natural heritage for tourists
• It increases understanding of other cultures
• It builds new facilities such as sewage for whole communities or new roads

The costs of tourism development

There are also some costs which must be considered and planned for, which include:

• Costs of implementing tourist facilities can be costly
• The environment can be destructed to make room for hotels etc. to be built
• Social standards may be undermined e.g. topless women in Dubai
• The natural environment may be polluted

Formulating an approach to tourism policy and planning

There are six ‘golden rules’ that should be applied when formulating an approach to tourism policy and planning, as outlined by Inskeep (1991).

• Goal oriented

Clear recognition of tourism’s role in achieving broad national and community goals

• Integrative

Incorporating tourism policy and planning into the mainstream of planning for the economy, land use and infrastructure, conservation and environment

• Market driven

Planning for tourism development that trades successfully in a competitive global marketplace

• Resource driven

Developing tourism which build on the destination’s inherent strengths whilst protecting and enhancing the attributes and experiences of current tourism assets

• Consultative

Incorporating the wider community attitudes, needs and wants to determine what is acceptable to the population

Drawing on primary or secondary research to provide conceptual or predictive support for planners including the experiences of other tourism destinations

Why tourism development planning is important

Tourism development planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly , tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations. For more on this topic, you can read this post.

If you wish to cite any of the content in the post please use reference ‘Stainton, Hayley. (2018) Lifeasabutterfly .’

§§cs§§

For more on what constitutes tourism planning I recommend that you refer to the texts Tourism Policy and Planning: Yesterday, Today, and Tomorrow by Edgell and Swanson and Tourism Planning and Destination Marketing by Camilleri .

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy. Fortunately, destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

You might also be interested in my post- ‘ Best Universities In The UK To Study Travel and Tourism ‘

There are six ‘golden rules’ that should be applied when formulating an approach to tourism planning and policy, as outlined by Inskeep (1991).

You might also be interested in my post- ‘ What is ‘begpacking’ and why is it so bad ?’

Tourism planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly, tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations.

For more on this topic, I recommend the following texts:

Tourism Policy and Planning: Yesterday, Today, and Tomorrow

Tourism Planning and Destination Marketing

Leisure, Sport and Tourism, Politics, Policy and Planning

Tourism Planning: Policies, Processes and Relationships

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Tourism Plan: The Key To Success For Any Destination

When well maintained and developed, the tourism sector can elevate any destination, helping it to acquire world-renowned status, attract millions of visitors each year and generate billions of dollars in income. Ralph Nader, CEO of Amber Consulting, shows us what’s behind the ‘vision’

Experts agree that tourism is one of the largest revenue-generating industries worldwide and the fastest growing industry in the world when it comes to safeguarding a sustainable future. Today, tourism accounts for 7 percent of developing countries’ total exports and as much as 45 percent of their commercial services exports.

Winners and others However, research has shown that if not properly managed, tourism can have a broader detrimental effect. So how have some destinations managed to become key players in this industry, while others remain in the shadows, despite their rich assets?

What is a tourism plan? Tourism planning is a tool for destination area development and a means for assessing the needs of a tourist-receiving market, where the primary areas of focus are generating income and employment, and ensuring resource conservation and visitor satisfaction. In order to design a successful development plan, it is necessary to have a clear understanding of the objectives at local, regional and/or national levels.

Getting it right Many countries that were pioneers of this concept realized the importance of setting a clear, targeted and effective tourism plan and implementing strategies with a solid vision for sustainable tourism development. Focus on the fundamentals: develop a tourism strategy that is sustainable and focuses on the destination’s strong fundamental assets and unique products to differentiate it from neighboring countries. In other words, focus on promoting and developing the competitive advantages or the core tourism offerings of a destination, whether for the cultural and heritage, beach/leisure, sports activities, religious and historical sites, or corporate and MICE segments. Targeted strategy: design a strategy for the future that has distinct objectives, accurate target markets and clear positioning for each state. • Clear and measurable objectives: quantitative objectives should be developed to ensure that the success of the tourism strategy is measurable and can be monitored. For example, Dubai’s Tourism Vision for 2020 has a key objective of attracting 20 million visitors per year by 2020. • Accurate target market: identify target segments to prioritize. Also, develop an in-depth understanding of travelers’ behaviors, needs and the latest trends, by pinpointing the following: – The value proposition to promote: why visit the destination? -The type of products to showcase -The distribution channel attributes (for example, tour operator packages) -The key marketing messages and reach (for example, social media) -The required changes to connectivity -The key barriers to address After identifying its top source markets, Singapore tailored and customized YourSingapore campaigns specifically for each country, creating an individual set of taglines , key visuals and messages . • Clear positioning for each state: in order to avoid cannibalism, a smart tourism plan should have a clear and differentiated positioning for each region, based on its specific fundamental assets and strengths.

Enablers and supporting stakeholders Bringing stakeholders on board through involvement and collaboration is another important factor that can help a tourism plan achieve success. These include public bodies, the private sector and land owners, alongside a broad range of other key players. The strategy should be as inclusive as possible, with input from across the professional spectrum in segments such as: • Government agencies • Educational institutions • Human capital • Industry associations • International transportation • Local transportation • Marketing & public relations • Healthcare infrastructure • Telecommunication • Security • Financial infrastructure • Tour operators Action plans relating to the government agencies should include optimizing the public sector tourism structure, improving public-private collaboration and creating a ‘Tourism Observatory’. When it comes to human capital, the areas of focus should encompass improving on-the-job training, extending international educational partnerships, developing state education, improving language skills and regulating informal labor.

A final touch Developing a tourism plan is the first step toward driving your destination onto the international tourism scene. However, plans have little value if they are not effectively implemented. Thus, implementation techniques must be identified, such as organizing a national tourism conference to launch the plan. Such strategies can help to increase networking among key stakeholders, spread knowledge among the community and boost its participation, while also attracting local and foreign investment.

Staying up to date The tourism sector is an ideal platform for developing smart city solutions. With the aim of improving the tourist experience, which is now regarded as an essential element of the overall offering, many countries have recognized the positive impact of developing a smart tourism hub. Collecting data: compiling information on every type of activity that takes place at the destination, collected from all possible sources of data. Analyzing it: by using various intelligent systems to identify tourists’ behaviors, measures can be proposed with a view to improving both the management of the destination and customer satisfaction. Implementing measures: this includes analysis of economic, technical and financial feasibility that will enhance the destination, making it more sustainable and adaptable to the needs of tourists, while allowing them to customize their experiences.

Understanding demand A common error is for destinations to develop a tourism plan, but fail to complete the full process and implement their findings effectively. Achieving a successful tourism plan requires a key step early on in the process, which is assessing, studying and analyzing demand. This should include both the present and latent demand, namely, the segments that are not currently target markets, but could potentially be attracted to the destination in the long run. Therefore, understanding demand and identifying all its characteristics will allow the destination to have a clear vision, a focused approach and the means to optimize a tourism budget.

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Tourism planning with purpose.

TOURISM PLANNING THAT BENEFITS PEOPLE AND PLACES

The state of the natural and social world is driving more people to make informed, well considered and responsible choices when planning travel. Influenced by health, safety and security concerns, climate change and new technology, the needs and expectations of visitors are evolving rapidly. We crave time outdoors in natural environments and yearn for human connection, desiring more than ever the social, cultural and natural values we may have previously taken for granted. Stories across the globe are now shared instantly via a plethora of digital sources, making us more socially aware. As connected global citizens, we are more likely to seek out experiences not just to benefit ourselves, but to also positively contribute to the people and places we choose to visit.

The meaning and purpose of tourism is transforming. How can destinations, industry and communities best allay visitor concerns, meet and surpass their needs and engage with them meaningfully and appropriately? With the opportunity to transform the way we have traditionally planned, presented and delivered tourism, now is the perfect time for a reset. Time to re-evaluate what is important to us and determine how we can enable tourism to be a solution and not a problem. Time to acknowledge and address visitor concerns, understand the information they are seeking and the methods they are using to find it so we can meet them there, reassure them and extend our welcome. Time to look at what we currently offer and assess whether it matches both our needs as a destination and the needs of our future visitors.

Sustainable tourism planning is about striking the right balance between the needs of people (locals and visitors) and places (natural and urban). It is about clearly defining our purpose, our vision, our point of difference or identity. It enables us to think long-term, be adaptable and reactive to changing target markets, trends and crisis. It ensures we allocate resources appropriately while building local capability and capacity. It is resilient, with the word ‘sustainable’ at the heart of our approach. An approach that is responsible and benefits people (visitors and locals) and places — socially, economically, culturally and environmentally.

TRC is committed to the application of the United Nations Sustainable Development Goals (SDGs) and the New Zealand Tourism Sustainability Commitment. TRC is a member of the Global Sustainable Tourism Council (GSTC), and our team holds GSTC Professional Certificates in Sustainable Tourism. Our team of sustainable tourism practitioners provide practical advice on how to maximise the social, economic, environmental and cultural benefits of tourism.

TOURISM PLANNING SERVICES

Sustainable destination planning

Destination sustainability is now a business imperative. Balancing the needs of the community with those of visitors is critical to protecting the very nature and culture of the places that make our world so special.

Product and experience development

Develop innovative new experiences and products to attract, excite and enable your visitors to connect with and understand the people and places they are visiting.

Feasibility studies and business planning

Behind most sustainable tourism developments lies a sound feasibility study and a solid business case. TRC is recognised for innovation in identifying new products that will be attractive for a destination. 

Indigenous tourism planning

TRC is passionate about working together with traditional custodians and communities in both urban and remote locations across Australia, New Zealand and Pacific.  Our specialists use a participatory planning approach to sensitively and respectfully work together with local Indigenous people.

Eco Accreditation

2020/21 has been a year like no other. A year to reflect, take stock and ask ourselves what truly matters. As individuals, it’s helped us appreciate the outdoors and fostered a strong desire in us to connect with nature. As tourism businesses and destinations, we’ve felt the true value of tourism, the positives, the negatives. As we reflect, now is the time to think about how we build back better. Better for visitors, better for communities and better for our environments. How can we strike a harmonious balance and deliver sustainability on all fronts for our future generations?

READY TO MAKE A DIFFERENCE? TALK TO US

What’s in it for you.

Improve strategic planning by identifying key internal and external environmental forces, and providing guidance on strategies to best meet challenges and opportunities.

Ensure a better ROI by pin-pointing those areas of investment likely to make a positive impact in meeting your strategic goals.

Attract more visitors and increase yield by providing global best practice tourism experiences and services that meet the changing needs of your digitally savvy visitors.

Secure funding by developing business cases that clearly highlight the health, economic and social benefits of proposed tourism developments and projects.

Experience and product development

TESTIMONIALS

Gippsland Destination Management Plan Janet and the TRC team did a great job with the Gippsland Destination Management Plan and I would recommend them to any regional tourism organisation.

Kokoda Track Maintenance Program and Operations Manual  The TRC team mobilised rapidly to PNG to assess and repair Kokoda Track bridges severely damaged in the very heavy wet season of last year being choppered into the remote rugged terrain of the Track. Working in very well with The Kokoda Track Authority Rangers, Kokoda Initiative and local communities their efforts and skill contributed greatly to the Kokoda Track being ready for the 2019 trekking season. Remote communities also benefited from being reconnected across the often treacherous river crossings. TRC also helped build the capacities of The Kokoda Track Authority Rangers and local communities to explore ways for future sustainable bridge building and general track maintenance works. The resultant Track Operations Manual produced by TRC is expected to be a valuable guide for future Kokoda Track works.

Queenstown Trails for the future 2015-2025 From the outset the TRC team were responsive, intelligent, forward thinking and always available. The Queenstown Trails Trust worked with the TRC team in 2015 to craft a 10 Year Strategic Plan. The nature of our business involves very important stakeholders, great vision and many face to face meetings to form our plan. . The result of this partnership being a very robust and well thought out plan that we are proud to utilise to assist us in setting the future path of the Queenstown Trails Trust. Interestingly – TRC also formulated the original Trails Trust plan way back in 2004 – it was great to have the opportunity of working with TRC again as they truly understand our business.

Brook Waimarama Sanctuary Visitor Experience Strategy TRC delivered a quality Visitor Experience Strategy for our organisation in a short timeframe. They took a practical approach that included gaining insight from the project’s key stakeholders and tied together the various elements of the project’s vision into a cohesive, actionable strategy.

Baw Baw Destination Action Plan, Marketing Plan & Recreational Vehicle and Tourism Signage Plan TRC’s expertise in developing successful strategies regarding visitor economies and regional tourism proved extremely helpful to Baw Baw Shire Council when it sought guidance in enhancing its own Tourism Marketing Strategy, as well as in creating detailed action plans for three hero destinations across the Shire.

Destination Management Plan for Destination Southern NSW TRC prepared and finalised our Regional Destination Management Plan on time and on budget. TRC provided great professional advice throughout the project – they also took on board the view and guidance we gave. From the outset we wanted a strong partnership with our contractor and that is exactly what we got from TRC – beginning to end.

Wellington Regional Trails Framework In 2017 TRC worked with land managers and stakeholders from around the Wellington Region to develop the Wellington Regional Trails Framework. TRC’s destination management expertise, experience and professional approach was critical to the success of this ambitious project, that has seen 11 different agencies align their approaches and come together to move Wellington from an ‘under the radar’ network of tracks to a world class trails destination for residents and visitors alike.

Concept Plan for Adventure Cycling in the Tjoritja/West MacDonnell National Park TRC Tourism’s Concept Plan for Adventure Cycling in the Tjoritja/West MacDonnell National Park exceeded expectations. The case it presents for a new, nationally significant tourism product is so compelling it has attracted immediate government investment and presents exciting opportunities for private investors and Aboriginal Traditional Owners.

Hamilton and Waikato Tourism Opportunities Plan During 2016, the TRC team worked with Hamilton & Waikato Tourism and regional stakeholders to develop a comprehensive Tourism Opportunities Plan to identify opportunities for new and improved visitor experiences that had the greatest potential to drive growth. The TRC team brought significant experience in destination management and planning and a fresh perspective to the project. They were excellent to work with, engaged effectively with stakeholders and applied critical insights and analysis to complex issues.

Tourism Infrastructure Audit for Northern Tasmania Tourism Northern Tasmania set out to define the private and public sector investment needed to sustain intelligent growth in the visitor economy for the region. TRC and their associates provided the well-rounded analysis, consultation and reporting that resulted in a clear vision of what to develop, where across Northern Tasmania. Less than six months from endorsing the final work and we are already seeing significant progress on three key infrastructure projects as well as active interest from private sector investors to take on opportunities profiled in work.

Mulligans Flat Woodland Sanctuary Concept and Interpretation Plan I really appreciated the TRC Team’s professional and honest opinions in the final report and the thorough and thoughtful approach with our stakeholders.

Coastal Pacific Trail Feasibility Assessment With the November 2016 Kaikoura Earthquake, a potential opportunity was raised to develop a cycle trail from Picton to Kaikoura. TRC were engaged to perform an initial feasibility investigation. TRC were very professional and were able to provide independent guidance in their report on how governance structures should be set up should the project proceed, with likely jobs generated for the region. They delivered on time and to budget.

Visitor Experience Strategy for Tidbinbilla Nature Reserve In engaging TRC Tourism the ACT Parks & Conservation Service was seeking to develop a holistic Visitor Experience Strategy for Tidbinbilla Nature Reserve. As an iconic destination Tidbinbilla is ideally positioned to leverage from the emerging nature based tourism appetite for authentic experiences in a natural setting. Working with all stakeholders in a collaborative, intuitive manner TRC Tourism delivered a high quality outcome. A strategic blue print for the future.

New Zealand National Wetlands Trust Feasibility Study Being a nationally significant project that will rely on tourist visits for its long-term financial sustainability, it’s crucial we get the best advice from professionals in the industry. TRC was our first port of call for a reality check on the feasibility of our proposal.

PROJECT HIGHLIGHTS

Magnetic island (yunbenun) 2030 tourism masterplan, fabalice strategic plan, wellington region destination management plan, newcastle waters historic township precinct master plan, rangitīkei destination management plan.

Porirua Destination Management Plan

Eastwood hill visitor experience recommendations, maraetaha estate strategic directions.

Get in touch, we look forward to discussing your challenge.

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What is tourism planning process?

August 4, 2023 | Travel Pedia

What are the 7 steps of the tourism planning process?

What are the three processes of tourism planning, what is the first process of tourism planning, what is tourism planning and why is it important, why tourism planning is important.

What are the major elements in tourism planning?

• Attractions.
• Businesses.
• Infrastructure.
• Human Resources.

What is the main goal of tourism planning?

What are the five essential steps in tourism planning.

• Situation Analysis.
• Goals, vision, and strategies directions.
• Action plans/Timeline.
• Cost estimates/Budget.
• Implementation mechanism/Destination management framework.

What are the barriers to tourism planning?

What is the planning process in hospitality, what are the 6 steps in the planning process.

• Step 1 - Identifying problems and opportunities.
• Step 2 - Inventorying and forecasting conditions.
• Step 3 - Formulating alternative plans.
• Step 4 - Evaluating alternative plans.
• Step 5 - Comparing alternative plans.
• Step 6 - Selecting a plan.

What are possible factors affecting on tourism development planning?

What are the most common reasons for tourism plans to fail, what are 2 barriers to planning, what are the 6 stages of tourism.

• Exploration. In this first phase the destination receives few visitors, lured by natural attractions, such as pristine beaches; or by its culture, such as handicrafts or ethnic groups. ...
• Involvement. ...
• Development. ...
• Consolidation. ...
• Stagnation. ...
• Decline or rejuvenation.

What are the four 4 basic components of tourism?

What are the basic element of planning, what is the difference between tourism policy and tourism planning, what is the summary of tourism planning and development, what is one negative impact of tourism planning, what are the effects of poor tourism planning, what are the most important factors to attract tourist, what are the 3 basic factors of tourist destination, what is a tourist generator, what are steps in planning process.

• 2.1 1] Recognizing Need for Action.
• 2.2 2] Setting Objectives.
• 2.3 3] Developing Premises.
• 2.4 4] Identifying Alternatives.
• 2.5 5] Examining Alternate Course of Action.
• 2.6 6] Selecting the Alternative.
• 2.7 7] Formulating Supporting Plan.
• 2.8 8] Implementation of the Plan.

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