tourism development objectives

Sustainable Tourism Development Plan Template

What is a Sustainable Tourism Development Plan?

A Sustainable Tourism Development Plan is a strategy designed to protect natural and cultural resources, promote local economies, and enhance visitor experiences. It is a roadmap for tourism boards, destination management organizations, and stakeholders in the tourism industry to ensure their development plans are sustainable and focused on the long-term success of the destination. This template provides a comprehensive guide for creating a plan that meets these goals.

What's included in this Sustainable Tourism Development Plan template?

• 3 focus areas
• 6 objectives

Each focus area has its own objectives, projects, and KPIs to ensure that the strategy is comprehensive and effective.

Who is the Sustainable Tourism Development Plan template for?

This Sustainable Tourism Development Plan template is for tourism boards, destination management organizations, and stakeholders in the tourism industry who are looking for a comprehensive guide to create a sustainable tourism development plan for their destination. This template provides a straightforward and easy-to-follow structure that will help you create an effective plan.

1. Define clear examples of your focus areas

A focus area is a broad area of concern that you want to focus on when creating your plan. It is important to identify clear and specific focus areas so that you have a clear understanding of how to best achieve your goals. For example, in the Sustainable Tourism Development Plan, the focus areas are Protect Natural and Cultural Resources, Promote Local Economies, and Enhance Visitor Experiences.

2. Think about the objectives that could fall under that focus area

An objective is a specific goal that you want to achieve within a focus area. Objectives should be achievable and measurable. For example, under the focus area of Protect Natural and Cultural Resources, objectives could include reducing negative environmental impacts and increasing environmental protection.

3. Set measurable targets (KPIs) to tackle the objective

A key performance indicator (KPI) is a measurable target that you can use to track your progress toward achieving an objective. It should be specific and measurable. For example, under the objective of Reducing Negative Environmental Impacts, a KPI could be to decrease the carbon footprint by a certain number of tonnes.

4. Implement related projects to achieve the KPIs

A project, or action, is a specific activity that you can implement to achieve a KPI. Projects should be related to the KPI and be achievable and measurable. For example, under the KPI of Decreasing the Carbon Footprint, a project could be to increase environmental awareness among employees and consumers.

5. Utilize Cascade Strategy Execution Platform to see faster results from your strategy

Cascade Strategy Execution Platform is an easy-to-use platform that enables you to set objectives, create projects, track progress, and measure success. It allows you to quickly and easily track the progress of your Sustainable Tourism Development Plan, so you can see faster results from your strategy.

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Tourism Policy, Planning, and Development

General overview.

Tourism policy, planning, and development are all very connected and do not just occur when a geographic area decides to be a tourism destination. Policy, planning, and development are included in numerous aspects of communities.

continue but from different perspectives. An example would be the use of the destination/product lifecycle, discussed later. It is important to understand what tourism planning and development are individually as well as collectively. Planning is essential to effective development. Tourism is not always a beneficial industry for a geographical area, but without planning tourism can damage the area, including natural and cultural resources (Morrison et al., 2018). A destination might consider “Who, What, When, Where, Why” when working on a tourism plan. The same can be considered for tourism development, as well as other topics included in this alternative textbook (e.g., marketing and promotion).

Tourism Policy

A policy is essentially a course of action taken by some organization or institution (e.g., government, business, educational institution). A tourism policy as defined by Edgell et al. (2008) “is a progressive course of actions, guidelines, directives, principles, and procedures set in an ethical framework that is issues-focused and best represents the intent of a community (or nation) to effectively meet its planning, development, product, service, marketing, and sustainability goals and objectives for the future grown of tourism” (p. 7). Stated more simply, Hall and Jenkins (1995) suggest “tourism public policy is whatever governments choose to do nor not to do with respect to tourism” (p. 7-8). A tourism policy is essentially a framework including guidelines, goals, and initiatives to work toward achieving the goals. Where as an act by government, such as the Travel Promotion Act of 2009 establishing Brand USA, is a law or statute.

A policy for international travel is having a current passport and for many countries a Visa. The application for a Visa to visit a foreign country allows countries to approve who may visit the country and not allow individuals for a variety of reasons (e.g., security threat). The U.S also has the Visa Waiver Program, which is an agreement with  40 countries allowing citizens of those countries to visit the U.S. for business or leisure travel purposes for up to 90 days without a Visa, provided they meet other requirements (U.S. Department of State – Bureau of Counsular Affairs, n.d.). The countries with the Visa Waiver Program also allows U.S. residents to travel to the respective countries with fairly similar criteria. The purpose of requiring a Visa is to regulate travel between countries. The Visa Waiver Program is an agreement to allow citizens of certain countries to visit without having to obtain a Visa if certain criteria are met. This essentially makes it easier to travel between the respective countries.

The International Trade Administration includes a Tourism Policy Council (TPC) to ensure national decision-making considers the national interests of travel and tourism (International Trade Administration, n.d.). The TPC provides resources to help with such issues or challenges as recovering from disaster, and links to Center for Disease Control (CDC), and many other potential issues or challenges for travel and tourism in the U.S.

At more local levels, Morrison et al. (2018) suggest tourism destinations can develop policies for development, marketing, tourist experiences, human resource issues, tourism organizations (e.g., structure), relationships throughout the community, quality assurance, and supporting services (e.g., safety and security).

Policy Setting Process

There are a series of recommended steps for the establishing policy (Morrison et al., 2018). First, identifying and assessing the circumstances related to the issue. This includes understanding contraints that you and/or will face. Constraints can be internal (e.g., locals’ awareness of tourism, training and education of employees in hospitality and tourism, budget) or external (e.g., economy,  price of gas, natural disaster). The tourism organization/local industry has more control or ability to do something about internal constraints, while have little or no control over external constraints. For example, nothing can be done about bad weather or if a natural disaster occurs. However, if locals are not aware of tourism in the local community, education and information can be shared to make locals more aware. This step in the process can also make you aware of new opportunities (e.g., an attraction to develop, new target market).

The next step is typically to create a policy statement to provide guidelines, goals, and initiatives to help guide the organization, destination, etc. While not directly a policy statement, most CVB vision statements include something that provides a guideline with somewhat vague goals. For example, it might be to maintain and/or improve the quality of life for residents of the destination by promoting the destination for tourism and conventions, which would include an economic goal. A policy statement for this vision would be more specific with the goals and initiatives identified to fulfill the goals.

Consultation with government, local tourism businesses, and any other stakeholders is next. This step is to get feedback about the policy statement. Following the consultation and depending on the outcome, the policy statement might be rewritten or modified. Next would be another round of consultation and then rewriting until the the policy statement is approved.

Now is time to implement the policy statement. This will include identifying specific roles of individuals, committees, organizations, etc. This step also includes developing the budget and timeline for the initiative(s).

Finally, those involved evaluation the policy. Were the goals achieved? Why or why not? However, you do not wait until the end of the established timeline for the policy to evaluate. There should be constant assessment to identify if you are likely to achieve the goals. Remember there are numerous constraints that are external (e.g., weather, natural disaster) that might dictate the need to adjust the initiatives and other efforts related to the tourism policy.

Tourism Planning

Prior to tourism planning it is important to consider other types of planning for a community or geographic area. Planning is not new. Gunn and Var (2002) indicate physical planning goes back to early Greek and Roman times. Planning is done to manage visual appearance and land use. However, planning incorporates many disciplines and perspectives: “Planning is a multidimensional activity and seeks to be integrative. It embraces social, economic, political, psychological, anthropological, and technology factors. It is concerned with the past, present, and future” (Rose, 1984, p. 45).

Gunn and Var (2002) suggest when plans (not only tourism, but community, etc.) are created they often include very high or lofty goals and it is difficult to actually achieve such goals for numerous reasons. Planning is very vague and has no real theory behind it. For community plans the general goal is a better place to live. For tourism planning the goal might be to provide visitors with a good experience. As stated earlier, an effective  tourism plan can also maintain or even improve the quality of life of residents, not just economically but the attractions provide activities for local residents as well as tourists.

Morrison et al. (2018) offer three primary reasons for tourism planning. The first two are related to impacts, to maximize the economic benefits and minimize damage to resources (i.e., natural, environmental, cultural). Another reason for a tourism plan is that tourism is constantly changing for many reasons (e.g., visitor expectations, needs, motives; politics; economy; technology). As a result, the plan needs to be adaptable.

Not all destinations have a tourism plan. Some reasons for not having a tourism plan include (Morrison et al., 2018):

• Objections – it should be taken care of by the private sector and there is no need for a formal plan.
• Cost – includes market research, consultations, and a lot of time.
• Complex – tourism is affected by numerous things, such as government policies, dynamic of the community and stakeholders.
• Diversity – various sectors involved directly or indirectly in tourism.
• Seasonality – in many destinations the jobs related to tourism can be seasonal (e.g., beach destinations, snow skiing destinations).
• Unpredictability – keep in mind the numerous things that affect and make tourism complex (e.g., natural disasters, crises, politics, economy).

Gunn and Var (2002) add the following tourism planning barriers:

• Lack of awareness of tourism impacts – which is ironic because it is a reason for a tourism plan.
• Do not understand tourism development – there needs to be a plan for developing tourism and then maintaining and even upgrading tourism (e.g., attractions, facilities, etc.).
• Inadequate infrastructure – might have deteriorated attractions, facilities, etc.
• Unorganized – no leadership to guide the process.
• Politics – usually various opinions among stakeholders (e.g., businesses, government, other stakeholders).
• Lack of hospitality training.

However, there can be serious consequences of unplanned tourism. In general, unplanned tourism is not likely to be sustainable tourism economically, environmentally, socially/culturally.

Tourism Planning Models or Approaches

Morrison et al. (2018) provide a seven step tourism destination planning model:

• Background analysis – including a SWOT analysis and assessments of government policies that affect tourism, inventory analysis (e.g., attractions, accommodations, restaurants, etc.), current demand for tourism at the destination.
• Research and analyses – identify/map locations of the inventory analysis, market survey of current visitors (e.g., motivations, what they like to do) and non-visitors (e.g., why have they not visited?, awareness of the destination, image/perception of the destination), competitive analysis (e.g., who are your competitors?, how can you differentiate your destination from competitors? what do and can you work to improve?).
• Where are we now? (position statement).
• Where would we like to be? (vision statement). Then, identify critical success factors or ways to measure and determine if you achieved your vision.
• Setting goals, establishing strategies, and setting objectives – develop a policy or (e.g., stimulate the economy). Set goals or achievable outcomes. Identify alternative strategies to achieve goals and select the most desired of the alternatives given environment or conditions (e.g., economy, resources, politics). Set objectives which are more short term goals to help monitor if you are going to achieve your longer term goals. If not, remember a tourism destination plan should be adaptable, which is the next step.
• Develop a plan – identify organizations and people to be involved and their roles, funding sources and budgets for different aspects of the plan, activities to implement your plan.
• Implement and monitor the plan – While the plan should be developed by input and participation by numerous stakeholders, it is generally implemented by a local tourism agency or organization (e.g., CVB). But, there should be committees derived of various stakeholders to which the agency is accountable. This helps monitor progress of implementing the tourism destination plan and adapt if needed.
• Evaluate the plan – measure performant of the various parts of the plan against the goals (e.g., did you achieve the goals? Why or why not?). Use the evaluation to see if and how you might adapt the plan moving forward.

Tourism Development

The tourism destination plan helps guide development of tourism. Destinations will be at various stages of development. So, it is not that the tourism plan is just for a destination just getting involved in tourism. As suggested by Mason (2003). development and change for destinations occurs as time progresses. The characteristics, motives, preferred activities and attractions, and many other things change over time and destinations redevelop to remain competitive. A fairly common way to view this is commonly referred to as “Butler’s Tourism Area Lifecycle”. There are five main stages to Butler’s Life Cycle (Butler, 1980):

• Exploration – at this stage there might be some tourism but not really an effort to provide traditional or common tourism attractions, facilities, etc. This stage mostly include tourists visiting facilities and local resources used by residents.
• Involvement – this is the beginning of the destination offering some facilities for tourists. The destination begins to more formally organize and provide or improve infrastructure, some attractions, and facilities for tourists at a local level.
• Development – the destination begins marketing and promoting the destination. This stage also begins development from outside organizations and/or businesses. The destination will begin to develop and look more like a noticeable tourist destination. More and more tourists will likely visit the destination as development progresses.
• Consolidation – at this stage the rate of increase in visitors will begin to decline. The rate of development will also begin to decline. Residents may become opposed to tourism with all of the non-locals who are in the community and there is more traffic and congestion. Some of the older attractions, facilities, etc. may also begin showing degradation.
• Decline – number of visitors will be begin to decrease as competitor destinations might have more appealing attractions, infrastructure, etc. The degradation of attractions, infrastructure, and other aspects of the destination will continue and possibly turn into what Butler (1980) refers to as a “veritable tourist slum” (p. 9).
• Rejuvenation – this outcome can occur by development of a new man-made attraction, which is likely to be followed by improvement of surrounding attractions, facilities, and other tourist needs. However, if competitor destinations also rejuvenate, the competition will remain and rejuvenation might be much less or possibly not rejuvenate and potentially decline. Another way Butler (1980) suggest rejuvenation can occur is to utilize natural resources that might not have been part tourism product throughout previous tourism development and marketing and promotion.

Butler (1980), as well as many other tourism scholars, suggest all of these efforts or stages of Tourism Area Life Cycle should be a collaborative effort within the community. For example, the government could offer incentives for private development of a new man-made attraction.

There are a number of potential ways to develop tourism. One way is to develop a “flagship” attraction, which are major attractions like a theme park (e.g., Disney Land, Disney World) and/or utilize natural attractions (e.g., ocean, lake, National Park). Gunn and Var (2002) offer recommendations for tourism destinations to develop destination zones. The zone would have clusters of attractions (e.g., museum districts) and a corridor connecting the clusters with some form of transportation. Clustering attractions provides tourists with more to do in a closer area so they spend more time at attractions and less traveling between attractions. The destination zone and clustering is a great example of planning and development and how integrated the two initiatives should be.

Morrison et al. (2018) suggest tourism involvement should be holistic. The holistic view would include consideration of the product (e.g., attractions, events, support facilities, transportation, infrastructure, etc.). Respective destinations could also ensure people (i.e., hosts, guests) are included to ensure there is community awareness and  inclusion of local businesses, organizations, and residents. Morrison et al. (2018) also suggest visitor management (e.g., signage) and identifying the visitor mix of the destination. Packages (e.g., all inclusive, hotel and tickets to attraction) and programs (e.g., events, festivals, other activities) could also be developed to attract more tourists. However, destinations should approach tourism development and/or redevelopment from a sustainable approach to avoid overtourism (i.e., too many tourists).

Sustainable Tourism Development

Tourism development should also be sustainable and include the three impacts of tourism (i.e., economic, environmental, social/cultural).

The United Nations (n.d.) proposes 17 goals to consider for economic development, which include economic (e.g., “No Poverty”, “Decent Work and Economic Growth”, environmental (e.g., “Clean Water and Sanitation”, “Affordable and Clean Energy”), and social/cultural (e.g., “Good Health and Well Being”, Quality Education”) goals. The 17th goal is “Partnerships For the Goals”, which are very important for tourism destinations, not only in tourism destination planning and development, but other aspects such as marketing and promotion.

Relating development back to the impacts of tourism (i.e., economic, environmental, social/cultural). Sustainable development should include these impacts. Morrison et al. (2018) through applying the triple bottom line to tourism offers some examples of efforts for sustainable development in each of the three areas:

• Social – include residents, be sure development improves or at least maintains locals’ quality of life.
• Environmental – protect resources, educate visitors and residents of ways to protect resources.
• Economic – new employment opportunities, increase spending of visitors, find ways to have businesses purchase locally to minimize leakage.

Tourism Development Strategies

Various strategies exist to develop tourism. For example, flagship attractions (e.g., large amusement parks, National Parks) can provide something unique to market and promote. Development of clusters of attractions (e.g., museum districts) provide several attractions near each other so visitors do not have to drive long distances between attractions. Such districts could also include development of a circuit or trail for transportation via hiking or biking. Aside from man-made attractions, events can be developed by destinations to highlight such things as cultural or other unique aspects of a destination.

Considering all of the possible options of tourism development provides a holistic view. Not only the examples of attractions and events, but packages and programs can developed. Destinations need to also consider all of the elements of tourism in development (i.e., attractions, infrastructure, transportation, built/support facilities, service quality/hospitality). Again, not only businesses and organizations directly involved in tourism, but all stakeholders (e.g., residents, other local businesses) should be included and/or given the opportunity to provide feedback regarding the tourism development plan.

The general goals of tourism development should include improving visitors’ experiences, improving the local economy, not damaging natural resources, and integration throughout the destination so that tourism attractions and venues are not isolated from the rest of the community (Gunn & Var, 2002). Such goals of tourism development require all three sectors (i.e., private, non-profit, government) to be involved and collaborate.

Tourism Development Roles

The private sector, non-profit, government, and local community (e.g., residents) should be involved in tourism development. The private sector role is entrepreneurial and operations (Morrison et al., 2018). The entrepreneurial role is to identify investors to develop man-made attractions, accommodations, food and beverage, and other facilities for tourists. Once built their role becomes to hire workers, manage the operation and ensure it is successful. After all, they are taking a risk as entrepreneurs.

As discussed in the Tourism Organizations section, the non-profit organizations include CVBs to market and manage the destination, chambers of commerce, associations such as a local sports association to attract sporting events to the destination. The CVB typically works with all stakeholders and leads the marketing and sales (e.g., conventions, trade shows) for the destination. Chambers of commerce might be the tourism marketing and sales organization in smaller destinations. However, many of these non-profit types of organizations collaborate with each other, as well as with private or for-profit-sector (e.g., members of CVBs) and government (e.g., hotel tax dollars as a funding source). Non-profit organizations might also operate such things as museums and historical attractions, as well as festivals and events. Such organizations might be local cultural organizations.

The government really does not manage tourism attractions. However, there are exceptions, such as National Parks. Government roles are to stimulate development of tourism, as well as establish and enforce procedures, codes, such as zoning (e.g., business, residential). Government might also get involved for the following reasons: bankruptcy of an attraction where the government needs to help the business in some way, ensure cultural aspects of the community are conserved, encouraging private sector development, find ways to work with potential attractions and other elements of tourism provided through the private sector where businesses may have concerns about being profitable (Morrison et al., 2018).

Government might fulfill some of the above reasons for their role in tourism development by offering incentives (e.g., tax breaks) to entice development by the private sector. Government might also offer a piece of land for private sector development, which lowers the businesses cost to develop at attraction, supporting facilities, or other element of tourism.

While the sectors may have relatively unique roles in tourism development, it is also important the cooperate with each other for the good of the destination. Edgell and Haenisch (1995) offer a model whereby there are times each will work independently of the other two sectors, times when two sectors work together (e.g., private sector and government), and times when all three work together. Edgell and Haenisch (1995) call this “coopetition”. For example, while attractions compete within the destination for tourists to visit respective attractions, if all stakeholders cooperate the develop and manage tourism, the destination will do better overall.

Project Development Analyses

Prior to developing an attraction, hotel, or other element of tourism, there should be an assessment or analysis to determine the feasibility of being successful. Private sector developers who need be profitable will typically do feasibility studies. This may start with a pre-feasibility study, which is essentially to see if the project is even viable. For example, does the project make sense given what the destination already offers? Pre-feasibility studies might be conducted by whatever company or organization is interested in the project. If it does, the next step would be a more robust feasibility study to identify such things as potential sites for the product being considered, assess the market demand of the project, projected revenues and expenses, capital costs to develop the project, and will there be enough return on investment (ROI) if the project is developed. The full feasibility study is often conducted by an independent consulting company to minimize biases. The feasibility studies helps the company or organization identify if the project should move forward or not.

The market demand study within the full feasibility study would include secondary and primary research. Secondary research would include existing data, such as hotel metrics (e.g., supply, demand or rooms sold over a given period of time, occupancy, average daily rate (ADR), and revenue per available room (REVPAR) if the project is a hotel. Primary market analysis requires collection of data. This can include surveys (e.g., visitors of the destination to determine if the potential project is of interest), focus groups to get in-depth insight as to the interest of visitors. Surveys can also be conducted to potentially identify potential demand for the project.

If a project is not intended to be profitable, such as one being developed by the government or non-profit organization, a cost-benefit analysis can be conducted. Such a study essentially identifies the potential benefits to society are worth the cost of the investment.

Butler, R. W. (1980). The concept of a tourist area life cycle of evolution: Implications for management of resources. Canadian Geographer, XXIV (1), 5-12.

Draper, J., Woosnam, K. M., & Norman, W. C. (2011). Tourism use history: Exploring a new framework for understanding residents’ attitudes toward tourism. Journal of Travel Research, 50 (1), 64-77.

Edgell, D. L., Allen, M. D., Smith, G., & Swanson, L. E. (2008). Tourism policy and planning: Yesterday, today and tomorrow . Elsevier Inc.

Gunn, C. A., & Var, T. (2002). Tourism planning: Basics, concepts, cases (4th ed.). Routledge.

Hall, C. M., & Jenkins, J. M. (1995). Tourism and public policy . Routledge.

International Trade Administration. (n.d.). Tourism Policy Council (TPC). https://www.trade.gov/tourism-policy-council

Mason, P. (2003). Tourism impacts, planning and management . Elsevier Butterworth-Heinemann.

Morrison, A. M., Lehto, X. Y., & Day, J. G. (2018). The tourism system (8th ed.). Kendall Hunt.

Rose, E. A. (1984). Philosophy and purpose in planning. In M. J. Bruton (Ed.), The spirit and purpose of planning (2nd ed., pp. 31-65). Hutchinson.

United Nations. (n.d.). Department of Economic and Social Affairs: Sustainable Development. https://sdgs.un.org/goals

U.S. Department of State – Bureau of Counsular Affairs. (n.d.) Visa Waiver Program. https://travel.state.gov/content/travel/en/us-visas/tourism-visit/visa-waiver-program.html

GHL 2365 - Tourism Copyright © 2024 by Jason Draper is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License , except where otherwise noted.

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Tourism Development Strategic Plan Template

• Great for beginners
• Ready-to-use, fully customizable Subcategory
• Get started in seconds

Tourism development is a complex task that requires careful planning and strategic thinking. Government tourism agencies and organizations need a roadmap to guide their efforts and achieve their goals. That's where ClickUp's Tourism Development Strategic Plan Template comes in!

With this template, you can:

• Define a clear vision and set of goals for your tourism development initiatives
• Create actionable strategies to attract visitors, drive economic growth, and improve infrastructure
• Track and measure the progress of your tourism development projects
• Collaborate with stakeholders and team members to ensure alignment and success

Whether you're revitalizing a destination or launching a new tourism campaign, ClickUp's Tourism Development Strategic Plan Template is your key to success. Start planning your tourism future today!

Benefits of Tourism Development Strategic Plan Template

Planning for tourism development is crucial for any destination looking to attract visitors and drive economic growth. With the Tourism Development Strategic Plan Template, you can:

• Align stakeholders and create a shared vision for tourism development
• Set clear goals and objectives to guide decision-making and prioritize initiatives
• Identify and analyze target markets and segments to focus marketing efforts
• Develop strategies to enhance the visitor experience and attract repeat visitors
• Improve infrastructure and services to meet the needs of tourists
• Foster sustainable tourism practices that benefit both the environment and local communities
• Monitor progress and evaluate the effectiveness of tourism initiatives for continuous improvement

Main Elements of Tourism Development Strategic Plan Template

ClickUp's Tourism Development Strategic Plan template is designed to help you efficiently manage and execute your tourism projects with ease.

Here are the main elements of this template:

• Custom Statuses: Easily track the progress of your projects with five different statuses, including Cancelled, Complete, In Progress, On Hold, and To Do.
• Custom Fields: Utilize eight custom fields, such as Duration Days, Impact, Progress, and Team Members, to capture and analyze crucial information about your tourism development initiatives.
• Custom Views: Access six different views, including Progress, Gantt, Workload, Timeline, Initiatives, and Getting Started Guide, to gain a comprehensive overview of your projects, allocate resources effectively, and plan your tourism development initiatives strategically.

With these features, you can streamline your tourism development strategic planning, monitor progress, and ensure the successful implementation of your projects.

How to Use Strategic Plan for Tourism Development

If you’re working on a tourism development strategic plan, here are four steps to help you get started and create a successful plan:

1. Define your goals and objectives

Start by clearly defining the goals and objectives of your tourism development strategic plan. What do you want to achieve? Is it to increase tourist arrivals, promote local attractions, or enhance the tourism infrastructure? Clearly identifying your goals will help guide your planning process and ensure that your strategies align with your overall objectives.

Use Goals in ClickUp to set specific, measurable, achievable, relevant, and time-bound (SMART) goals for your tourism development plan.

2. Conduct a SWOT analysis

A SWOT analysis is a valuable tool to assess the strengths, weaknesses, opportunities, and threats related to your tourism development efforts. Identify the strengths and weaknesses of your current tourism offerings, analyze the opportunities and threats in the market, and determine how you can leverage your strengths and address any weaknesses or threats.

Create a Board view in ClickUp to visually organize and analyze the findings of your SWOT analysis.

3. Develop strategies and action plans

Based on the insights from your SWOT analysis, develop strategies and action plans to achieve your goals. Identify the key initiatives and projects that will help you address the weaknesses, capitalize on the opportunities, and mitigate the threats. Assign responsibilities, set timelines, and establish key performance indicators (KPIs) to track the progress of your strategies.

Use tasks and subtasks in ClickUp to break down your strategies and action plans into manageable tasks and assign them to the relevant team members.

4. Monitor and evaluate

Regular monitoring and evaluation of your tourism development strategic plan is essential to ensure its effectiveness and make necessary adjustments along the way. Track the progress of your initiatives, analyze the outcomes, and measure the impact of your strategies. This will help you identify what is working well and what may need to be revised or improved.

Create a Dashboard in ClickUp to track the key performance indicators (KPIs) and visualize the progress and impact of your tourism development strategic plan.

By following these steps and utilizing ClickUp's features, you can create a comprehensive and effective tourism development strategic plan that will drive the growth and success of your tourism initiatives.

Get Started with ClickUp’s Tourism Development Strategic Plan Template

Government tourism agencies and tourism organizations can use this Tourism Development Strategic Plan Template to outline their vision, goals, and strategies for promoting and enhancing tourism in a particular region or destination.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a comprehensive tourism development plan:

• Use the Progress View to track the overall progress of the strategic plan and ensure that all goals and strategies are being executed effectively
• The Gantt View will help you visualize the timeline and dependencies of each task and milestone in the plan
• The Workload View allows you to distribute tasks and resources efficiently among team members to ensure smooth implementation
• Use the Timeline View to create a visual representation of key milestones and deadlines in the strategic plan
• The Initiatives View will help you track specific initiatives and projects within the strategic plan
• The Getting Started Guide provides a step-by-step roadmap for setting up and utilizing the template effectively
• Organize tasks into five different statuses: Cancelled, Complete, In Progress, On Hold, To Do, to keep track of progress
• Update statuses as you progress through tasks to keep stakeholders informed of progress
• Monitor and analyze tasks to ensure maximum productivity and successful implementation of the tourism development plan

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Goals and objective of sustainable tourism development

Goals and objective of sustainable tourism development :

• Conservation and Protection of the natural Environment, natural resources and the heritage of the local community: Sustainable tourism development aims at protection of the natural environment and the natural resources and the cultural heritage for a longer period of time, so that full utilisation of the available resources can be done.
• Providing the basic requirements of the local community and raising the standards of living: Sustainable tourism development also looks after the requirement of the the locals of a particular area and also helps in the increasing the income level of the locals and further helps in raising the standards of the host community
• Applying the principle of justice at the level of a present generation, as well as the coming generations in order to use the environmental resources and distribute the income: Sustainable tourism development also helps in the distribution of the income amongst the locals and ensures proper utilisation of the the available natural resources.

Also read Emergence of Sustainable Tourism

• Providing standards of environmental accounting and control over the environmental tourism : Sustainable tourism development also ensures the control over the impacts of tourism on the environment and also keeps a check on the standards of environmental accounting 
• Improvement of the basic environment and the development of services in local areas : Sustainable tourism totally focuses on the improvement of the basic natural environment through sustainable tourism practices, protection of environment is a principle concern for sustainable tourism development,it also ensures development of various services for the host/local communities at various destination all across the globe which are involved in Tourism. 

Also read Sustainable Tourism

• Creating a climate for investment to provide income and work for the local communities: Sustainable tourism development also focuses on providing opportunities for creating a climate or conditions wherein the local community can invest, which would further provide opportunities for generating income and employment (work) for the local community.
• Developing the environmental awareness among tourists, workers and local communities: Sustainable tourism development concentrates on various awareness programmes amongst the different tourists travelling across the globe and amongst the workers, stakeholders, local communities involved in the Tourism activities across the different parts of the world.

Also read Indigenous Tourism

• Providing new markets for the local products : Sustainable tourism development focuses on finding and providing/offering new markets for the local products to the final consumers i.e. the tourists. Its also encourages the host community in involvement in tourism and offering their local culture to the tourists. (Neto, 2003)

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TOURISM 4 SDGs

The World Tourism Organization (UN Tourism), a United Nations specialized agency, is the leading international organization in the field of tourism.

Go to Tourism for SDGs Platform    

UN Tourism is responsible for the promotion of responsible, sustainable and universally accessible tourism geared towards the achievement of the universal 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs).

UN Tourism offers leadership and support to the tourism sector in advancing knowledge and tourism policies worldwide,  advocating for responsible tourism and promoting tourism as a driving force towards economic growth, inclusive development and environmental sustainability.

With a current membership of 159 countries, UN Tourism encourages the implementation of the Global Code of Ethics in Tourism, in order to maximize tourism´s socio-economic contribution while minimizing its possible negative impacts.