Working locally with all key community & regional stakeholders and partners to more effectively develop a great destination - one with highly desirable and complementary experiences, services and attractions - is always a strategically important goal for far sighted tourism leaders. 

The quality of local facilities and services - including transport links - possess specific importance here, as do the wider 'livability' (quality of life/'sense of place') aspects to the destination ... particularly the attractiveness of its built and natural environments. The sometimes overlooked junction at which sustainable civic planning and tourism planning interests totally converge. A critical, allied issue here is retaining & enhancing (not losing) local identity & authenticity.

Effective destination branding and marketing leadership is also difficult to achieve without creating

and maintaining pro-active processes that successfully recruit, energize and integrate local & regional tourism and community interests, resources, and thinking ... in accordance with a mutually satisfying

strategic framework. 

Higher levels of unity & consistency in stakeholders' day to day actions, that generate beneficial and superior understandings of what the destination stands for, are a fundamental aim here too. (If far more consistent and rewarding communications, with all the prospective visitor/customer markets being targeted, are to be achieved.) 

Together making the visit itself effortless & memorable 

Of parallel strategic importance to a destination - once a traveler responds and actually commences planning a visit - is the goal of creating for them a warm, welcoming and 'effortless experience' of that destination (prior to, during

and after their arrival).

One that is so easy, personal and impressive that it fosters repeat visitation and activates that all powerful 'word of mouth' publicity. (Whether by traditionally trusted and credible person to person comments or more recently, 

internet-based recommendation.) 

And success here does require informed participation and active support by the widest possible network of local & regional supporters and enthusiasts ... one encompassing your residential, business and public service communities (i.e. all your potential frontline 'tourism ambassadors'). 

While formal training programs can significantly contribute here, with the active support of local information networks, so too can well devised communication & networking strategies targeting the active participation of key stakeholders.

Smoothing the way to such integration and unity

Fortunately, the increasing convergence of community and visitor values now makes it easier for the wider community to appreciate that tourism can produce not only tangible, but substantial economic and social benefits. (Assuming well managed and sustainable local tourism practices are in place, with any potential downsides known and addressed.) 

And tourism's multiplier effects have the ability to extend far beyond its recognized value as a leading employment generator ... in the process helping to significantly diversify and strengthen a region's economic options and 

opportunities. 

Fostering growth in understanding of the value of tourism ultimately opens the way to achieving more united and effective industry, government and community integration of tourism planning & development efforts*. However someone from the local industry must also assume direct responsibility for encouraging and pursuing this process.

[*A trend entirely consistent with many progressive regional councils' efforts, around the world, to achieve more highly integrated local area planning outcomes.]

Grasping the opportunities