INTEGRATED COMMUNITY TOURISM PLANNING (Cont.)
THE PLANNING PROCESS: KEY PRINCIPLES (2)
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.
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.
Building inclusiveness and trust:
In process terms, this all requires that the planning be very thorough and 'inclusive' in its research, analysis and
construction phases. The same holds true for its subsequent evaluation phase.
And being inclusive means welcoming diverse input (including differing opinions), making good sense of it all, and then ...
for success in the plan's implementation ... building, via the whole procedure, that mandatory sense of trust and ownership
over its final recommendations. (From all key stakeholders.)
Doorway to the unexpected (the 'wildcard factor'):
Being more inclusive can potentially also result in the creation of surprising new (previously overlooked) partnerships &
benefits and the introduction of valuable new people, organizations and prospects into the development framework.
Allocating sufficient time:
Truly cogent and forceful strategy plans of this type are rarely created and finalized following a simple half day workshop
Instead, more comprehensive destination development success usually requires a more appropriate allocation of time and
resources ... for both the instigation and implementation (as well as research) phases to the plan. This holds specially true
for plans aiming for more substantial exploration and analysis of development options & opportunities.
This approach creates far greater capacity to:
Build a genuinely solid strategic & pro-active planning foundation for both short and longer term action.
Achieve a wider & more productive integration of regional resources, industry/business sectors and partnerships.
Build stronger respect for the value and local/civic contribution of tourism. And minimize any unwanted impacts.
[*As can so easily be the case, when day to day pressures & priorities lie elsewhere. And tackling the destination's pressing
development needs is either placed in the 'too hard basket' or not viewed as a matter of fundamental and pressing
significance. All occurring within the context of one of the world's most competitive business environments and the
necessity to respond intelligently to an intense 'oversupply' of worldwide and national tourism destinations.]
TDS assists your destination to plan for greater success by facilitating the broader integration of community and
tourism development. When doing so, we have built a reputation for providing clients with excellent strategic analysis,
advice and thought, plus a fresh and imaginative community & market-focused perspective.
This all results in exceptional action plans that are truly perceptive, practical and powerful.
Plans that in considering the wider picture, get to see the key local & regional connections and strategic opportunities -
while generating the priority actions that will best bring them into fruition.
© Tourism Development Solutions 2012