tourism visitor management

UN Tourism | Bringing the world closer

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• A Practical Guide to Tourism Destination Management

This publication represents a major contribution to developing professionalism in the field of destination management. It is intended as a practical guide, showing how concepts of destination management may be translated into practice. Besides it will be of considerable interest to academics as we acknowledge the work of other experts and academic leaders who have contributed to the field of destination management. As the main purpose of Destination Management Organisations is to attract people to visit in the first place, this practical guide will explain through models, guidelines and snapshot case studies how to create a suitable environment and quality delivery on the ground and how to ensure that visitors’ expectations are met at the destination.

ISBN : 978-92-844-1243-3

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Tourism and visitor management in protected areas

Protected areas are a key component of any global conservation strategy. Tourism provides a crucial and unique way of fostering visitors’ connection with protected area values, making it a potentially positive force for  conservation. Protected area tourism’s economic benefits—which depend on beautiful natural areas, healthy wildlife and nature, and authentic cultures—can also be a powerful argument for conservation. Tourism in protected areas  is a major part of the global tourism industry—an industry whose scale and impacts are enormous. Such a high volume of visitors implies certain needs for fundamental infrastructure and requirements for employment and human services, all of which have ramifications for the economy, society, culture and the environment. These Guidelines provide guidance on key issues to help managers achieve sustainable tourism in protected areas.

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Take advantage of the search to browse through the World Heritage Centre information.

Visitor Management Assessment & Strategy Tool (VMAST)

The Visitor Management Assessment & Strategy Tool (VMAST) is a new addition to the UNESCO World Heritage Sustainable Tourism Toolkit and complements and integrates the 'How to' guides. VMAST is specifically developed within the context of the UNESCO World Heritage Convention (1972) to help site management authorities manage visitation and tourism for the protection of heritage values while contributing towards local sustainable development, adaptive and resilient communities.

Use VMAST for adaptive and proactive management

VMAST for World Heritage sites is a useful tool in the management of all sites attracting visitors and tourists. Developed as a self-assessment and strategy development tool for site management authorities, it can be applied on a regular basis to support integrated, adaptive and proactive management.

Establish your management baseline and monitor progress

Know where you are before you decide where to go. VMAST helps you assess how you achieve essential governance and visitor management indicators, and contribute towards sustainability and development indicators. Upon a site specific baseline, use VMAST to track progress and performance over time. Remember, "best practice" is not a status - it is an ongoing effort to adapt and improve.

Develop an integrated and adaptive strategy 

Use VMAST to develop a new or refine existing tourism and visitor management strategies and action plans. Regular use of VMAST will help you adapt and prioritise efforts in response to management needs and opportunities.

Engage stakeholders in collaborative stewardship

The VMAST includes a diversity of strategic objectives for the benefit of the community while protecting World Heritage. As such, VMAST is a good platform for inviting local stakeholders in a collaborative effort to strengthen community sustainability and resilience through tourism and visitor management.

How do I use VMAST?

Step 1 register and login, 'vmast for world heritage' is available and free to all world heritage sites through unesco world heritage centre..

UNESCO is offering one official VMAST account per site, including one user. To claim your acount, fill in this form:

Request VMAST account

Once the account is set up, you will receive a link, allowing you to create a password, log in and start using VMAST.  Optimal use of VMAST requires stakeholder involvement and collaboration in the efforts to supply correct information for the Assessment, to discuss outcomes of the Appraisal Report, to formulate a SMART Strategy and Action Plan, and -of course - its implementation.

Step 2 Assessment

The assessment is structured under four main goals

While Goal A focuses on governance and visitor management for the protection of heritage values of the site, Goal B – D focus on visitor management as a means to localise the UN sustainable development goals while protecting heritage values. Each goal is set out through 10 strategic objectives including a set of target indicators.

The first time you make use of VMAST it is recommended to complete the full assessment in order to establish a visitor management baseline.

Step 3 Appraisals

The VMAST appraisals tells you how you score against the goals and strategic objectives. Upon the baseline, appraisals can be used for monitoring visitor management efforts over time, identifying opportunities for improvement in order to adapt to new and emerging challenges.

Remember, VMAST is not about demonstrating the highest scores but to take on adaptive and proactive management, and demonstrate progress over time.

Structured across the environmental, socio-cultural and economic pillars of sustainability, it is specifically useful to assess how well management is aligned with national and local sustainable development agendas.

Step 4 Strategy development & action planning

Based on the appraisal identifying what you are doing well and where you have the potential to improve, prioritise the strategic objectives for your site. VMAST allows you to create SMART (specific, measurable, assignable, realistic and time related) strategy components which may be brought forward through the World Heritage site management authorities alone, in partnership with other stakeholders, or taken on through participatory management and collaborative stewardship of the site.

Background and implementation

VMAST is developed in the context of UNESCO World Heritage Convention (1972), the Operational Guidelines for Implementation of the Convention, the Periodic Reporting Tool, the UN Sustainable Development Goals, the Global Sustainable Tourism Criteria for Destinations (GSTC-D) among other relevant resources.

The initiative to develop a visitor management baseline assessment tool was first launched through the Nordic World Heritage Foundation with input from World Heritage site managers in the Nordic and Baltic region. The project was later transferred to and elaborated under the UNESCO World Heritage Center with financial support from the Government of Norway. A broad spectre of stakeholders, including the Advisory Bodies (IUCN, ICOMOS, ICCROM), site management and professionals working in the field of sustainable development and tourism, has contributed in its development. VMAST has also been tested among a number of World Heritage sites. VMAST is hosted and supported through Zegeba in collaboration with World Heritage Catalysis.

UNESCO 'How To' guides

UNESCO World Heritage Centre has developed a set of 'How To' guides for managing tourism. These easily accessible resources are focused on best practice approaches to sustainable economic development through tourism. The first of their kind, the 'How To' resources offer direction and guidance to managers of World Heritage tourism destinations and other stakeholders to help identify the most suitable solutions for circumstances in their local environments and aid in developing general know-how for the management of each destination. There are references and links to relevant 'How To' guides throughout VMAST.

Policy guidelines: Defining the relationship between World Heritage and Sustainable Tourism

Based on the report of the international workshop on Advancing Sustainable Tourism at Natural and Cultural Heritage Sites (Mogao, China, September 2009), the World Heritage Committee at its 34th session adopted the policy orientations which define the relationship between World Heritage and sustainable tourism ( Decision 34 COM 5F.2 )

UNESCO World Heritage & Sustainable Tourism Resource Library

Global good practice examples mirroring the UNESCO 'How To' guides.

World Heritage Publications

Publications issued and/or endorsed by UNESCO.

Online Database of Sustainable Tourism Guidelines and Resources (Under Construction)

Search all contents of this website, including all online references cited in the 2018 Best Practice Guidelines Book and a global collection of guidelines, handbooks, manuals and other resources pertinent to sustainable tourism and visitor management in protected areas.

Search terms can include any combinations of:

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Search results with a 'PDF' prefix indicate an available PDF document. Acrobat or Acrobat Reader software program is required for viewing.

For a full list of all documents contained in the database, visit

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If you would like to suggest a relevant guideline, manual or resource for this online database, please complete the publication submission form .

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Please note you do not have access to teaching notes, sustainable visitor management to mitigate overtourism: what, who and how.

Overtourism as Destination Risk

ISBN : 978-1-83909-707-2 , eISBN : 978-1-83909-706-5

Publication date: 13 May 2021

The increasing need for the prevention and management of overtourism calls for more and improved visitor management (VM). Certain types of destinations or sites have implemented VM, such as nature parks that depict more controllable environments and involve only limited and clearly defined actors. Academic research on VM has mainly addressed protected areas and national parks, with a focus on environmental sustainability. The growing discussions around the term overtourism, in contrast, have largely centred around urban areas and the impacts on local societies, and, thus, socio-cultural sustainability. This chapter's overall aim is to provide a comprehensive overview of the status quo and knowledge gaps related to stakeholder involvement in VM in the broader context of overtourism. We ask who, how and in what areas stakeholders should be involved in VM. A systematic literature review was conducted using Scopus and Web of Science databases. The findings demonstrate that most studies applied a narrow and fragmented approach that focussed on one or a few stakeholders. Moreover, the strategies were mostly reactive instead of preventive and followed top-down approaches. Conflicts between stakeholders reveal risks to sustainable destination development, trigger overtourism debates and call for new approaches to VM. The chapter proposes a framework that suggests the chief VM responsibilities and stakeholders, concentrating on destination organisations, governments and residents. Also, it provides examples of participative methods, illuminates that VM should be proactive, sustainable and holistic and proposes better integration with destination management and local community governance.

• Visitor management
• Overtourism
• Stakeholder involvement
• Collaboration
• Sustainability
• Roles and responsibilities

Høegh-Guldberg, O. , Seeler, S. and Eide, D. (2021), "Sustainable Visitor Management to Mitigate Overtourism: What, Who and How", Sharma, A. and Hassan, A. (Ed.) Overtourism as Destination Risk ( Tourism Security-Safety and Post Conflict Destinations ), Emerald Publishing Limited, Leeds, pp. 167-186. https://doi.org/10.1108/978-1-83909-706-520211012

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Why Tourism Companies Should Use a Visitor Management System

The tourism industry took a massive hit during the global pandemic, as countries across the globe went into lock downs. But there is hope for the industry as people begin to holiday nationally and internationally.

Data shows that revenue in travel and tourism continues to grow after the major pandemic slowdown. It’s expected to hit USD $716.80 billion during 2022, with a compound annual growth rate (CAGR) of 8.46% from 2022 to 2026.

A range of submarkets - transportation, accommodation, recreation and entertainment, food and beverage, events and conferences, and travel services - have varying factors that should be taken into consideration when planning for this renewed growth. However, one focus remains central. All businesses within the travel and tourism industry must cater to visitors.

In the accommodation segment, with hotels alone, the number of guests is projected to grow to 1.3 billion within the next four years. Without overcoming the challenges associated with this increasing volume, operations disruptions are inevitable.

With a wide range of applications across the travel and tourism industry, visitor check-in software can help provide a seamless and sustainable experience. In this article we'll break down the challenges facing the tourism sector and how a visitor management system can help with operations.

1. Encourages Collaboration Between Services

The travel and tourism industry consists of a complex web of services. Many interconnected functions must work together to ensure visitors have the best experience possible. This involves working with various travel agencies, tour operators, suppliers, and destination marketing organizations. 

Coordination between the different sectors is complex as many have their own set of protocols. This means they need a workforce that understands the nature of the tourism industry through in-depth education and training.

Improving collaboration calls for regular communication between public and private sectors to ensure everyone is aligned on one goal: providing tourist visitors with a seamless experience.

For example, government entities can improve collaborative partnerships with businesses and other levels of government to support people and skills that will help bring about strategic solutions that enhance tourism employment. 

Collaborative initiatives between educational institutions and HR departments can communicate knowledge, concepts, and strategies unique to the tourism industry and ensure the competence and effectiveness of staff. This way, they can identify important skills and training requirements. Apprenticeships can also play a huge factor in improving industry knowledge and expertise. 

2. Assists in Safety and Security

Safety will always be the top consideration for travellers and has been a particular concern for the past few years.

Tourists prefer visiting countries considered stable and safe. Incidents such as terrorist attacks, political unrest, civil disorder, and natural disasters may change a visitor’s decision to go to a particular destination. Most recently, issues related to the pandemic have been a major source of concern that affect traveller confidence. Such challenges affect the ability of businesses to operate at their highest efficiency . 

Data security is also a concern among travellers. With the growing use of online bookings, guests risk exposing their personally identifiable information (PII), including passport information, email addresses, phone numbers, and credit card details to hackers. 

Increase digitalization in using secure technologies for all processes to provide a solution to growing travel security concerns. The increased adoption of electronic data management technology is critical in strengthening security systems. 

Online bookings are now the norm. The best way to earn guest confidence is by investing in highly secure systems that ensure private information won’t land in the hands of malicious actors. 

Technology and innovative processes, including advanced data analytics with background checks for determining travel eligibility, can provide increased transboundary accountability and greater security among travellers.

3. Helps with International Compliance

International regulatory concerns, including visa issuance, can create challenges for the tourism industry. Tourists are more likely to travel to a destination with more lenient and streamlined processes. 

In some destinations where tourism infrastructure needs improvement, delays in issuing licenses and approvals are also a challenge for businesses. Destinations lacking proper infrastructure affect travel confidence among tourists.

Use Compliant Software and Technology

Travel regulations are much stricter than in years past. Businesses in the travel sector must ensure their systems and processes are compliant to reduce the risk of violations. The tech revolution has invaded the travel world, leading to the development of applications and smart products that aim to make air travel and border crossings as seamless as possible. But this also means ensuring these technologies are developed using compliant software to ensure safety and security. 

For travel agencies and government offices, collaboration in visa processing can be hastened by using the latest technology that synchronizes data, including travel records, passport information, and other related documents that factor into visa issuance. 

Companies in the business of building tourism infrastructure must have a centralized system that allows them to segment regulatory requirements for both offline and online activities. This strategy will help in fast-tracking licenses and permits. 

4. Is a Sustainable (and Modern) Solution

The tourism industry is a major contributor to global greenhouse gasses (GHGs), accounting for 8% of emissions , which is much higher than previously estimated. Many factors contribute to this footprint.

Image Source

Of all segments, transportation, including air traffic, has the greatest effect. The tourism sector also has high energy consumption levels, especially in hotels. This has led to calls for a significant reduction in carbon emissions to maintain sustainable development. 

Sustainability concerns can best be addressed by using environmentally-friendly systems whenever necessary. A visitor management system is one effective way to address this, particularly in recreational and protected areas. For one, it supports careful guest management. By monitoring visitor numbers, leisure activities, and guest behavior, tourism authorities and planners can better manage protected areas by limiting capacities. 

Going digital also means using less paper. With 40% of harvested wood used to make paper products, paper use contributes to global deforestation, water and air pollution, and soil erosion. Going paperless helps address these sustainability concerns.

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Cultural tourism and visitor management framework: a framework for guiding cultural heritage tourism and visitor management in destinations hosting World Heritage

(2023) Cultural tourism and visitor management framework: a framework for guiding cultural heritage tourism and visitor management in destinations hosting World Heritage. Project Report. Organization of World Heritage Cities, Québec, Canada, 91p. [Book]

Abstract (in English)

COVID-19 has demonstrated the vulnerability of many tourism dependent communities in and around World Heritage. Many of these communities were already dealing with environmental, social and economic challenges, including the impacts of overtourism. UNESCO's World Heritage and Sustainable Tourism Recovery survey (2021), indicates that the overall reduction in tourism-related revenue across World Heritage sites declined from USD$ 4.26 billion in 2019, to USD$ 57.38 million in 2020, and further down to USD$ 28.9 million in the first half of 2021. Disruptions, however, also present opportunities for transformation. Many World Heritage sites have begun to explore and adopt new ways in which their tangible and intangible cultural heritage assets can rejuvenate tourism while enhancing community resilience. The Cultural Tourism and Visitor Management (CT&VM) Framework represents an integrated approach that aligns and fuses the International Council on Monuments and Sites' (ICOMOS) International Cultural Heritage Tourism Charter (2022) (the Cultural Tourism Charter), UNESCO's Visitor Management Assessment and Strategy Tool (VMAST) and the United Nations 2030 Sustainable Development Goals (UNSDG5). The Framework applies these tools to identify and frame different aspects of cultural tourism that can benefit local communities, protect a site's Outstanding Universal Value (OUV), and localize the UNSDGs. The CT&VM Framework specifically supports a systematic and inclusive approach to formulate recommendations for the elaboration and implementation of strategies for adaptive and proactive site and destination management, enhancing community resilience and heritage protection. This report presents the CT&VM Framework, its development, and how it can be applied to guide cultural heritage tourism and visitor management across destinations/cities hosting World Heritage.

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Visitor management systems and your workplace

Visitor management can help you increase security,stay compliant, and simply know more about who's onsite.

What is visitor management?

Visitor management is any process that helps an organization keep track of the people that visit their location. Policies can vary by organization, facility type, industry, or geographic location. For some organizations, simply collecting the visitor’s name is sufficient, but others have higher security requirements—like badges, legal documents, employee escorts, and more.

What are visitor management systems?

Visitor management systems are tools that help organizations create or carry out their visitor management policies. As companies realize the value of visitor management, many are upgrading from the paper and pen sign-in sheet to a digital visitor management system that can help them do much more.

A visitor signs in on a tablet or computer

When a visitor arrives, they enter their name and details, snap a photo, and digitally sign documents.

The employee gets notified about their guest

The visitor management system automatically alerts the correct employee that their guest has arrived.

The employee greets their visitor

The employee knows who to greet in the lobby, making awkward meetings a thing of the past.

How digital visitor management can help

Make a better first impression.

Upgrade your front desk with modern sign-in and custom branding—and leave your visitors with a polished, professional first impression.

Streamline visitor sign-in

You no longer need to print and file paper documents, handwrite badges, or message employees when their guests arrive.

Enhance workplace security

Your front desk is your first line of defense against unwanted visitors, so it's important to know who's on site, when, and why.

Meet complex compliance needs

There's a lot to focus on when you're working to stay compliant. Let Envoy take care of the visitor-related requirements.

Key features to look for

Digital sign-in is easy and allows you to customize questions and fields.

Digital visitor records are secure and can be accessed anytime, anywhere.

Automatic notifications save you time and decrease wait times for visitors.

When legal documents are part of sign-in, they'll get signed every time.

Automatic badge printing makes it easy to enforce badge policies.

Capturing photos lets you see who's in the building and who to look out for.

Showcase your logo and branding for a polished, professional look.

Registration lets everyone know who’s arriving and when.

Integrate visitor management systems into your existing workflows.

Meet Envoy Visitors

The modern visitor management solution.

The Envoy difference

Best in class.

As the industry leader and highest ranked visitor management product on top review sites, Envoy is the new standard for modern visitor management.

Flexible and scalable

Envoy is committed to providing solutions that work for your workplace. So whether you have one office or a large enterprise, Envoy supports your unique needs.

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VISITOR MANAGEMENT FOR SUSTAINABLE TOURISM: THE CASE OF ISTANBUL’S PRINCES’ ISLANDS

The purpose of this paper is to create a framework to set the foundation for the visitor management planning in the Princes’ Islands. The Princes’ Islands are a cluster of 9 islands located in the southeast of Istanbul in the Sea of Marmara. The fact that Princes’ Islands are overcrowded with visitors especially during the months of summer, creates major problems not only for the local inhabitants but also for the protection of the destination and its cultural and natural heritage. By means of a holistic visitor management plan, visitor flows and impacts can be managed more efficiently, the unique heritage assets of the Princes’ Islands can be better protected to be passed down to the next generations, and sustainability of tourism can be achieved in the long term. This thesis aims to understand what constitutes a visitor management plan, what are different methodologies to conduct visitor management planning; who would carry it out, what would the priorities of the plan be, how would it be executed, how would it be updated, and what would be the effect of having a visitor management plan in the Princes’ Islands. Throughout the study different examples of visitor management models, techniques and strategies from other destinations and heritage sites located both in Turkey and overseas were analyzed to be able to provide the most appropriate visitor management practices for the Princes’ Islands. The research was conducted as a mixture of desk-based research and fieldwork involving a fact-finding mission to the Islands.

Related Papers

Research Destination Management, Policy and Planning, Leeds Metropolitan University, Riga Letonia

E. Ozan AKSÖZ

AN APPROACH FOR SUSTAINABLE TOURISM DEVELOPMENT AT THE DESTINATION: BUYUKADA (PRINKIPO) ISTANBUL Prof. Dr. Irfan ARIKAN The School of Tourism and Hotel Management, Anadolu University, Eskisehir, TURKEY Res. Asst. E.Ozan AKSOZ The School of Tourism and Hotel Management, Anadolu University, Eskisehir, TURKEY Destination marketing strategies have increased significantly over the last two decades. When promoting and marketing the destination it is important to know what a destination is and how it evolves. This study identifies sustainable tourism development perspective at an island called Buyukada as a destination. Island situated in Istanbul which has an important role especially for foreign tourists. Island offers everything that Istanbul lacks; such as, parks, woods and peacetake. There is not a certain image in the minds of domestic tourist because usually people do not know what kind of facilities there are in the island because of lack of promotion. In international area the history of island is known but because of the lack of accessibility opportunities, people sometimes cannot reach the destination. Protected town life makes the place unique in Istanbul. Objective of the study is to develop a touristic product that serves the needs of sustainable tourism development such as undamaged local life involvement of local people to the tourism activities, the importance of historical aspects and undamaged local nature of the site. Firstly, a SWOT analysis of the island has been made in order to get the maximum benefit from the island.The site is much protected and according to the SWOT analysis, sustainable tourism can be reached in the site by infrastructure and superstructures enhanced. In this study core product can be defined as a trip to an island in Istanbul for experiencing protected town life, attractive heritage sites and natural aspects in a harmony. The target market is cultural and sunlust tourists’

Çiğdem Maner

Adina Nicoleta Candrea

The article analyzes visitor management techniques as a way to develop sustainable tourism in protected areas. Visitor management is an important tool in recreational and protected areas, as increasing use levels can negatively impact the quality of recreational experience as well as natural resources. To meet the requirements of both nature and visitors, a prudent and careful management is necessary. In order to manage protected areas within acceptable ecological and social carrying capacities, tourism planners need to monitor visitor numbers, leisure activities and behaviour and understand expectations and motivations.

Sumira Bhatia

PRESERVING TRANSCULTURAL HERITAGE YOUR WAY OR MY WAY? Questions on Authenticity, Identity and Patrimonial Proceedings in the Safeguarding of Architectural Heritage Created in the Meeting of Cultures

H. İlke Alatlı , Gülsün Tanyeli , İlke Tandoğdu

Historical monuments and sites are exposed to many effects throughout time due to various reasons and tourism has become one of them in last a few decades. Today, many of the historic monuments and sites in the World, as well as in Turkey are under threat of visitor impact related damages, due to high visitor numbers. Topkapı Palace Museum, situated in Sultanahmet Archeological Park World Heritage Site in Istanbul, hosts over 3 million visitors each year. In this paper, a visitor management planning process, which aims to reduce visitor impacts and risks on architectural heritage, will be presented. In this scope, an alternative suggestion to visitor management process in the case study of Topkapı Palace Museum is aimed to be constructed.

Springer Proceedings in Business and Economics

ANASTASIA S STRATIGEA

Prof. Konstantinos Andriotis

Although many authors have examined various aspects of general planning, a literature review of tourism shows that, with few exceptions, not many authors have been concerned with tourism planning. Bearing in mind past research negligence, this paper was written with the aim to investigate the planning process in the case of tourism, by providing a framework whereby tourism planning processes might be better described and explained, and applying this framework in the case of Greece. The findings of the study confirm that the proposed framework can be used as a mechanism for present and future problem-solving orientations of tourism planning, as a tool to provide a balance between the positive and negative effects of tourism, and as a basis for planners to evaluate whether or not the objectives of tourism planning have been fulfilled. Keywords: Tourism planning process, Greece

Nuray Turker

In the present day, since visitors increasingly prefer to visit more natural areas for the purpose of tourism, determining a tourism strategy is becoming increasingly important for the stakeholders of a destination to achieve sustainable development. Within the Sarıkum Nature Preserve Area, which is a natural attraction formed from the enclosure of an old gulf by coastal dunes, different sensitive ecosystems live together. A lake, a lagoon, sand dunes, sea, and forest can all be found in this rare piece of nature. The research area was declared a nature reserve area in 1987, and a great part of it is also a first-degree protected natural area. In order to determine a tourism strategy for the research area, a SWOT (strengths, weaknesses, opportunities, threats) analysis was performed using a participatory approach. From December 2011 to June 2012, face-to-face interviews were conducted and questionnaires sent via e-mail to all stakeholders, including the Government of Sinop, the Culture and Tourism Directorate of Sinop Province, the Regional Directorate of Nature Protection and National Parks, the Association of Black Sea Tourism and the Cultural Wealth Preserve, representatives of the private sector and local people. The SWOT analysis was then finalised by a group of experts, including researchers. The aim of this paper is to determine a sustainable tourism strategy for ecotourism in the Sarıkum Nature Preserve Area. Furthermore, the results of the analysis form a basis not only for the tourism management plans of the research area, but also for similar nature reserve areas in the world.

GeoJournal of Tourism and Geosites

Maria Kleinaki

This study aims to research the special characteristics, expectations and experiences of the tourists a destination attracts and elaborate them during sustainable tourism planning in the effort to (re)build a destination. Research conducted in southern Chania, Crete, Greece based a) on a structured questionnaire to capture the characteristics of tourists visiting the area, their motivation and opinions b) a content analysis of the material posted on “Trip Advisor” in order to understand the perceived image of the area. Cluster analysis highlighted three groups a) the eternal lovers, b) the devoted families and c) the adventurers. All groups declared a high degree of satisfaction and loyalty to the destination and a strong interest in sustainable and alternative tourism. Nevertheless, the commercial image of the area continues to focus on the model "Sun - Sea - Sand", without sufficiently highlighting other local resources. The results can be the basis for the enrichment an...

International Journal of Tourism Research

Hilary du Cros

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Tourism chiefs unveil masterplan to boost visitor numbers to Cumbria

A NEW county-wide destination management plan (DMP) has been unveiled, to help build a successful visitor economy for the future.

The aim is to ensure a joined-up approach for the whole of the county - supporting economic growth and the natural environment, and delivering benefits for local communities.

As one of VisitEngland’s first Local Visitor Economy Partnerships (LVEPs) nationally, Cumbria Tourism was tasked with leading the development of this collective plan – working closely with a wide range of stakeholders including businesses, local government, Cumbria LEP (CLEP), communities, transport providers and more.

The key objectives of Cumbria’s new Destination Management Plan focus on driving economic growth, supporting responsible and sustainable tourism, inclusivity and accessibility, and ensuring Cumbria has the infrastructure and support to deliver.

Many of the actions highlighted are already under way and resourced from existing budgets and plans. However, some important activities are not and the DMP will help lever external resources from outside Cumbria to make these a reality.

Chair of Cumbria Tourism, Dan Visser, said: “Cumbria’s new Destination Management Plan is a critically important strategic document for Cumbria.

"It is a collective, county-wide plan detailing shared priorities and resources to manage our world-class destination between now and the end of the decade.

“Together we have shaped an ambitious – but achievable – plan with defined roles and actions for organisations, businesses and individuals. This will help add real value and lay the foundations for Cumbria’s future growth and success as a great place to live, work and visit.”

Cumberland Council’s executive member for vibrant and healthy places, Cllr Anne Quilter, said: “We welcome the new Destination Management Plan and look forward to strengthening our relationship with Cumbria Tourism and other partners. The plan seeks to showcase our world class venues and destinations to a global audience but importantly to the benefit of our local communities.

"Our area has lots to see and offer and we will work closely with tourism and economic partners to widen our appeal to visitors and promote the hidden gems.”

Angela Jones, director of thriving places at Westmorland and Furness Council, added: “The future of Westmorland and Furness depends on a diverse and sustainable economy which brings benefits to all. The visitor economy is integral to our ambition to make Westmorland and Furness a great place to live, work and thrive.

"This plan provides a huge opportunity to bring together public and private sector partners across Cumbria and ensure a joined-up approach.’’

See an overview of Cumbria’s new Destination Management Plan (DMP) at: www.cumbriatourism.org/dmp

Sports tourism supporter ‘positive’ about strategy

Events staged in Guernsey need to be of a high standard and well-organised if they are to attract visitors, said sports and events tourism advocate David Piesing.

Mr Piesing, a former cricket administrator, said he was passionate about such events. He thought Guernsey did them particularly well and should do more.

He was positive about the recognition of the opportunity in the new strategy from the Tourism Management Board.

‘My first impressions were positive and enthusiastic,’ he said.

The report included information about which applicants secured funding from the tourism product development fund.

Mr Piesing said many sports had already held events that brought enthusiasts to the island. He was pleased to see that the national Boatlife Fishing Championship would be coming here for two rounds as would the three-day British Isles DanceSport Championship.

It was important to put on high standard, well-organised events, he said. ‘It’s always been my view that we won’t easily get around the high cost of coming here and staying here,’ he said. ‘We have to offer quality events.

‘They don’t need to be big events. Yes, we can host the Island Games every 20 years but that’s a logistical giant of a thing to organise.'

He said ‘bite-sized’ events that did not stretch resources would be one solution, along with a co-ordinated approach so that several events were not on at the same time.

He said that there were parts of the report that he was not convinced about, ‘but in terms of events tourism I think it’s the right way to go'.

'I think we need to invest in it for the next two years or so. The report is certainly going in the right direction. We are where we are and progress is being made.’

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