Building shared priorities 

To succeed, an integrated community tourism plan requires a committed local leadership (one or more 'product champions') - capable of working with all known stakeholders & industry sectors - to generate a shared set of strategic destination development and marketing priorities. 

The practical value of the plan's actions and outcomes to all partners - e.g. by meeting their own individual goals or joint strategic needs in some meaningful and timely way - must also be established.

Effective use of resources: It must become evident to supporting stakeholders that these priority actions are not only achievable, but will definitely make the most sensible, sustainable and productive use of their jointly available resources. This will help ensure that a greater commitment to achieving the desired results occurs.

Advance education: Depending on local awareness levels, sometimes prior to initiating the planning process, 

special campaigns to boost understanding of the true social and economic value of tourism (and even the integration process itself) is found to be necessary. Success here could become critical to gaining the support and receptive participation of key stakeholders and prospective partners. Tourism's contribution is still undervalued in many places.

Weighing both the good and the bad: With all tourism planning & development, the potential positive gains and the potential negative impacts should be jointly and honestly identified (as clearly as possible) and then evaluated and directly addressed in some accepted or consensual way. A key strategic goal and management priority should be to maximize the tourism & civic development benefits & advantages and minimize the disadvantages.

Knowing what matters ... and must not be lost:  Planning processes can sometimes inadvertently focus on 'what can be' at the expense of first clearly identifying 'what is'. TCDS believes that for success, integrated community/civic tourism plans must identify and enshrine which local and community qualities, values & characteristics are regarded as vital - preferably never to be lost. (Particularly as a consequence of lack of policy, planning and protection.)  

Minimizing duplication: When relevant, the process should also clarify for its stakeholders where agencies or local 

activities may be unnecessarily duplicating or overlapping efforts. Resolving such issues can often free up scarce resources for other important needs; divide responsibilities more sensibly; refocus strategic priorities and responsibilities; and achieve more outstanding results for all parties involved.

Independent facilitation: Experience also indicates that where 'territorial' issues have been dominant and adversely inhibiting attempts at such cooperative activity, the use of an appropriate, experienced and well briefed independent facilitator (who also provides that valuable fresh face factor) can often make the difference.

Restoring faith: Industry sectors, stakeholders and localities who may feel neglected, let down or 'out of the picture' can also be freshly involved, if the process becomes trusted and is clearly seen to lead to meaningful results.