tourism development plan format

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Magallanes LGU Tourism Development Plan 2020-2022

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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.

Tourism Development Project Proposal Template

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

Are you dreaming of creating the next big tourism destination? Look no further than ClickUp's Tourism Development Project Proposal Template! This comprehensive template is designed to help you plan, organize, and present your tourism development project with ease.

With this template, you'll be able to:

• Outline your project goals, objectives, and target audience
• Create a detailed project timeline with milestones and deadlines
• Identify and analyze potential risks and challenges
• Develop a comprehensive budget and financial plan
• Present your proposal professionally with customizable sections and visuals

Whether you're starting from scratch or looking to enhance an existing destination, ClickUp's Tourism Development Project Proposal Template has everything you need to turn your vision into reality. Get started today and make your mark on the world of tourism!

Benefits of Tourism Development Project Proposal Template

The Tourism Development Project Proposal Template offers a comprehensive framework for planning and executing successful tourism projects. Here are some of the benefits of using this template:

• Streamlines the project planning process, saving time and effort
• Provides a clear structure for outlining project goals, objectives, and strategies
• Helps identify potential risks and challenges, allowing for proactive mitigation
• Facilitates collaboration and communication among project stakeholders
• Ensures alignment with industry standards and best practices
• Increases the chances of securing funding and support for the project
• Enables effective monitoring and evaluation of project progress and outcomes

Main Elements of Tourism Development Project Proposal Template

ClickUp's Tourism Development Project Proposal template is designed to help you plan and execute successful tourism projects. Here are the main elements of this Whiteboard template:

Custom Statuses: Track the progress of your tourism development projects with two custom statuses - Open and Complete. Easily visualize the stage of each project and keep everyone on the same page.

Custom Fields: Capture important information about your tourism projects using custom fields. Add details such as project budget, timeline, stakeholders, and more to ensure all necessary information is easily accessible.

Custom Views: Access two different views to effectively manage your tourism development projects. The Project Proposal view allows you to outline your project goals, objectives, and strategies. The Getting Started Guide view provides a step-by-step guide to help you kickstart your project and ensure a smooth execution.

Collaboration Tools: Collaborate seamlessly with your team using ClickUp's Whiteboard template. Brainstorm ideas, assign tasks, and track progress in real-time. Utilize features like comments, attachments, and notifications to enhance collaboration and keep everyone informed.

With ClickUp's Tourism Development Project Proposal template, you can streamline your project planning process and ensure the success of your tourism initiatives.

How to Use Project Proposal for Tourism Development

If you're looking to develop a tourism project and need to present a proposal, follow these steps to effectively use the Tourism Development Project Proposal Template in ClickUp:

1. Define your project objectives

Before diving into the proposal, clearly define the objectives of your tourism development project. Are you aiming to boost local tourism, attract international visitors, or develop a new tourist attraction? Knowing your objectives will help guide the rest of your proposal and ensure that it aligns with your goals.

Use the Goals feature in ClickUp to outline and track your project objectives.

2. Research and analyze the target market

To create an effective tourism development project proposal, you need to understand your target market. Conduct thorough research to identify the demographics, preferences, and needs of your potential visitors. This information will help you tailor your proposal to attract and cater to your target audience.

Utilize the Dashboards feature in ClickUp to gather and analyze market research data.

3. Develop a detailed project plan

Outline a detailed project plan that includes all the necessary steps to bring your tourism development project to life. This plan should cover aspects such as infrastructure development, marketing strategies, budget allocation, and timeline. Be sure to include specific milestones and deliverables to ensure a clear and organized proposal.

Use the Gantt chart feature in ClickUp to create a visual representation of your project plan and track progress.

4. Present a compelling case

When presenting your tourism development project proposal, it's important to make a compelling case for why it should be approved. Clearly communicate the potential economic and social benefits of the project, such as job creation, revenue generation, and community development. Include supporting data, visuals, and persuasive arguments to make your proposal stand out.

Utilize the Docs feature in ClickUp to create a visually appealing and well-structured proposal document that effectively communicates your ideas and plans.

By following these steps and utilizing the Tourism Development Project Proposal Template in ClickUp, you'll be well-prepared to present a comprehensive and convincing proposal for your tourism project. Good luck!

Get Started with ClickUp's Tourism Development Project Proposal Template

Tourism professionals and project managers can use this Tourism Development Project Proposal Template to streamline the process of creating and presenting project proposals.

First, hit "Get Free Solution" 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 develop tourism projects:

• Use the Project Proposal View to outline the details of your proposed tourism project, including objectives, target audience, budget, and timeline
• The Getting Started Guide View will provide step-by-step instructions on how to navigate and use this template effectively

Organize tasks into two different statuses: Open and Complete to keep track of progress

• Update statuses as you complete tasks to provide visibility to team members
• Assign tasks to team members and set due dates to ensure timely completion
• Collaborate with stakeholders to gather input and feedback on the project proposal
• Attach relevant files and documents to tasks for easy access
• Monitor and analyze tasks to ensure the successful completion of the project proposal.

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What are you looking for?

Developing a destination management plan or tourism growth plan, introduction.

When a destination is managed effectively and sustainably, its visitor economy reaps countless benefits. New investment and greater innovation alone, for example, can inject fresh talent and jobs to the area.

If you’re looking for successful development, a Destination Management Plan (DMP) or Tourism Growth Plan (TGP) is an essential tool. It establishes a strong foundation and goals for the future, with a clear focus on the needs of residents, businesses and visitors alike.

Read on to learn about DMPs and TGPs, discover how they have benefitted various regions of England, and access our resources for creating your own.

What is a Destination Management Plan or Tourism Growth Plan?

A DMP or TGP is a shared statement of intent to manage a destination over a stated period of time. It articulates the roles of the different stakeholders and identifies clear actions that they will take and the apportionment of resources.

Crucially, destination management includes the planning, development and marketing of a destination, as well as how it is managed physically, financially, operationally and in other ways.

A DMP or TGP should cover all the fundamental aspects of destination management, including:

Tourism performance and impacts.

Working structures and communication.

Overall appeal and appearance, access, infrastructure and visitor services 

Destination image, branding and promotion (marketing).

Product mix – development needs and opportunities.

Typically, a DMP or TGP sets a strategic direction for the destination over a period of up to five years. It contains prioritised actions within an annual rolling programme and identifies stakeholders responsible for their delivery.

Guiding principles for developing a DMP

Alamy Stock Photo

For an in-depth explanation of the function and strengths of DMPs, and to explore the process of establishing your own, read our publication Principles for Developing Destination Management Plans. It is relevant to destinations that already have a DMP and want to strengthen or renew it, as well as to those that are yet to start planning.

Essential DMP and TGP resources

Establish your priorities.

Use our Prioritisation guide (PDF, 3.4MB)  to identify key actions and objectives. Includes an examination of the benefits and disadvantages of each model.

Video resource

Use our video explanation of destination management in your presentations – for a simple, snappy introduction.

Introductory guidance

Our main presentation for destination managers (PPTX, 2.32MB)  covers how a DMP works, and key steps to help you to develop your own.

Discover more

Local visitor economy partnership (lvep) programme.

Transforming England’s visitor economy landscape through a robust new structure – sharing priorities, resources and targets.

Rich Kenworthy

The DMO review

Discover the key recommendations, how they may affect you, and our role in their implementation.

Chygurno Gardens

Resources for destination partners

Expert advice, tools and support for destination management teams.

VisitBritain

Explore our curated information for...

Everything you need to inspire your clients. Discover new products, experiences and itinerary ideas – plus useful resources and the latest market insights.

Reach new customers and increase your profitability. Drive sales with our tools, events and training, find out about quality assessment and get expert guidance from the England Business Advice Hub.

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How to Develop an Effective Tourism Strategy for your Destination

Written by Chris Seek on September 16, 2019 . Posted in Blog , Strategic Planning .

“Why do we need another plan?”   We hear this question a lot at Solimar when asked to help a tourism destination develop a national, regional, or destination specific sustainable tourism strategy. We know that most of the destinations we work with have a cabinet full of previous studies and plans that were developed but never implemented. So, we understand and empathize with tourism stakeholders that may be reluctant to spend more time in consultation meetings to discuss the challenges and actions needed for the tourism industry.   As a sustainable tourism consulting firm, we believe strongly that every tourism destination needs a tourism strategy, or a long-term tourism plan that unites the industry and the government to puruse a shared vision for sustainable tourism development and management.   But the question is how do you develop a tourism strategy that is implemented and doesn’t just end up on the shelf?

Based upon our tourism planning and implementation experience in more than 500 destinations around the globe, we know that tourism strategies often fail, but rarely because of a lack of good ideas. In our experience, we believe the process is just as important as the end tourism strategy.   We see the keys to successful strategic tourism planning include:  

• Buy-in and consensus, from the wide range of public and private sector stakeholders that will be needed for successful strategy execution. Solimar uses a variety of tools and proven approaches for achieving that buy-in and consensus.
• Detailed action plans that clearly define timelines, responsibilities, and the human and financial resources that will be required for plan implementation. Unlike most tourism planners, Solimar implements most of the tourism development strategies that we develop. That experience gives us valuable perspectives in defining action plans that are time-bound, practical and achievable.  
• A focus on demand-driven solutions. While policy frameworks, training, and infrastructure development are all important components of a comprehensive tourism development plan, increased demand is the primary and ultimately the only sustainable driver of more frequent and affordable airlift, product diversification, and improved service delivery.  

Solimar’s sustainable tourism strategic planning process is centered around helping tourism stakeholders answer 4 main questions:

• Where are we now? –   what is the current situation with our tourism industry?   How is the industry performing? How do we compare to our competition? What are our tourism assets? What tourism services are available for visitors? Who is responsible for tourism policy, management, marketing, investment, etc? How is the industry organized?   But most importantly – what are the main challenges that are preventing our industry from reaching its full potential?   Through a careful review of tourism statistics, previous studies, online research, and interviews and surveys with tourism stakeholders we are able to develop a tourism sector analysis or a tourism situation analysis that sets the foundation for the tourism strategy.
• Where do we want to go? – the vision statement is one of the most important components of a tourism strategy. The objective of the visioning process is to build consensus around a shared vision for the future of the tourism industry in the destination.   Solimar uses a variety of different approaches to create a shared vision but this is mainly achieved through a participatory planning workshop where stakeholders come together and think into the future and describe a tourism industry that they would like to see for their destination.   How has tourism changed from today?   What is improved?   What remains the same?   Asking tourism stakeholders to describe their desired future of the tourism industry shows that while stakeholders have many different opinions about what needs to be done and what should be prioritized, they often share a common vision for what they want tourism to look like in the future for their destination.
• How do we get there? – Once a shared vision is agreed upon , the next question is how the vision will be achieved and how best to organize action plans to be implemented. While every tourism destination is unique and has its own challenges and priorities, most tourism strategies tend to prioritize 5-6 main pillars of the strategy that we call strategic objectives or strategic goals.   These tend to be focused around improving Policy/Coordination, Marketing, Product/Destination Development, Workforce Development, Sustainability and other topics that flow from the participatory planning process.   After defining these main pillars, the next and most important step of the strategic planning process is to define the specific strategies to be implemented to achieve these goals.   Individual s trategies are the main components of the document and what provides the direction for the industry to realize the vision. Through stakeholder interviews and outcomes from the tourism planning workshop these strategies are identified and grouped under the corresponding goals. A description of each strategy is important to help everyone understand what is being proposed and why.   The last and very important step is the creation of detailed action plans.   These action plans are developed through working groups that include the public and private sector, conservation and community organizations, and other stakeholders. The key to action planning is aligning the action plan updating and reporting with the government’s own annual work planning and budgeting.
• How do we know we’ve arrived? – Indicators are an important tool in a strategic plan to define quantifiable targets that can be used to measure the results of the strategy implementation process. Indicators should include not only economic performance, but also sustainability and other policy focused metrics that demonstrate progress towards realizing the vision and communicate progress.

A wise man once said “Without goals, and plans to reach them, you are like a ship that has set sail with no destination”.   Tourism is not the type of industry you want to allow to set sail without a clear direction and someone at the helm. Sustainable tourism planning provides an important tool to bring tourism stakeholders together and define in their own terms how tourism can and should contribute to a desired future for their destination and community.

If you are a tourism manager or someone interested in learning more about Solimar’s strategic planning process, click here for an informational video that discusses our methodology in greater depth.

Preparing The Tourism Plan

In step-by-step fashion, this page discusses the elements involved in developing community tourism plans.

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Plan outline.

A tourism plan is described as a written document produced on behalf of a community by a group of people representing a broad cross-section of interests. We propose that the plan provide a framework for businesses, local government and other organizations to analyze tourism resources and concerns, and encourage tourism development and promotion within the community. The plan needs to be monitored and reviewed to allow for appropriate changes.

Tourism Plan Components

A tourism plan should include a clear vision about why the plan is being developed and a thorough assessment of the current state and future potential of tourism in your community. It should chart a course of action for developing your tourism product and attracting your target markets.

The following components are essential:

• A short introduction that answers the following questions:
• What are the plan’s purpose and focus?
• Who developed the plan and under what authority?
• What does the plan hope to accomplish?
• When was the plan prepared? When will it be monitored and reviewed?
• How was the plan developed? How was public input obtained?
• How should the plan be used? Who will use it?
• Why is the plan important to the community?
• The stated tourism policy for the community.
• A summary of the community's tourism markets.
• Lists of the community's tourism assets.
• Lists of the community's tourism concerns.
• The community's tourism goals.
• The community’s tourism objectives.
• The action steps required to accomplish each objective.

Plan Format

A Sample Tourism Plan can be viewed here . It primarily consists of lists and charts. If it is stored electronically in a Microsoft Word document or a PowerPoint presentation, amendments and additions can be easily incorporated and shared amongst committee members and interested parties.

Plan Content

The tourism plan should deal with the five key components of tourism:

• Attractions
• Infrastructure
• Human Resources

Who Prepares the Plan?

The tourism committee, will be responsible for producing a tourism plan and guiding its implementation.

It would be helpful if all members of the tourism committee reviewed this Community Tourism Planning Guide prior to the first committee meeting.

Committee Meetings

Once you have a commitment from representatives of a broad range of interest groups, it is time to call the first meeting. Being well-prepared and organized will start the process off on the right foot. By gathering relevant information, circulating necessary documents ahead of time and drafting a clear and manageable agenda, you will ensure that your meetings are productive and completed in the time allotted. Remember, a successful meeting is measured by what is accomplished, not by how long it lasts. Fatigue will set in and productivity will wane if meetings exceed two-and-a-half hours.

The steps involved in organizing tourism committee meetings are outlined in further detail as you continue to read on.

Establish Meeting Time and Date

The meeting could be set by the municipal council, which might assign a person to notify other committee members of the details. The council may also provide initial leadership to start the process. At this time, it is recommended to secure a suitable meeting space, source required audiovisual equipment and book any required catering

Compile Background Information

For the first meeting, compile as much pertinent background information on tourism in the district as possible. The assigned resource person could make a valuable contribution to the committee by compiling relevant information, which may include the following:

• Municipal information – Official Community Plan (OCP), parks and recreation master plan, economic development strategy
• Tourism statistics – tourist information/visitor services centre statistics, campground occupancy data, highway traffic volumes
• Tourism promotional material – local/regional/provincial/federal promotional pieces, online content and/or video productions Tourism Saskatchewan, various government departments and agencies, as well as your local municipal office can provide some of this information.

Assemble Meeting Materials

For each meeting, the committee should ensure that they have the following resources readily available:

• Copies of the Community Tourism Planning Guide
• Adequate tables, chairs and wall space
• Flip chart(s) with plenty of paper and an easel or method of mounting the chart for easy viewing
• General office supplies – felt markers, push pins, masking tape, pens/pencils, notepads (for each member)
• Background information compiled in the previous step
• Coffee and/or refreshments
• Name tags/cards if members are not acquainted
• Copies of the agenda
• Laptop(s) for presentations and recording minutes
• Audiovisual equipment, including a projector and screen (if required)

Draft Meeting Agenda

An agenda serves to keep the meeting focused and to assist the chair if the group strays off-topic. The agenda for the first meeting should be distributed to committee members in advance of the meeting date and should include:

• Welcome and opening message by the chair
• Personal introductions by each committee member
• Review of the agenda
• Review of the committee’s terms of reference
• Review of the Community Tourism Planning Guide
• Review of the background information
• Tourism policy
• Selection of a chairperson
• Selection of a recorder (if not provided by council)
• Consideration could be given at this time for obtaining the services of a qualified facilitator
• Review of decisions reached and any assignments made, including the date to be completed
• Date and agenda for the next meeting

Role of Chairperson/Recorder

Meeting follow-up.

During the course of this or other meetings, questions may arise that committee members cannot answer. The chairperson, in consultation with the group, can seek answers to these questions by assigning responsibility. Designated committee members can collect pertinent information and report back to the committee within an agreed-upon time frame.

Meeting Documentation

Throughout the meetings, there will be a need to keep track of what has been discussed and approved. Establishing and maintaining a record of committee activities can be done as follows:

• The chairperson or an appointed member can record lists and group statements on a flip chart or whiteboard for all to see. This can be done in point form as the meeting proceeds, and is a good idea, since it helps keep the group focused on the topic under discussion.
• The appointed recorder will keep detailed minutes for subsequent distribution to committee members. The minutes will form a permanent record of what takes place at each meeting and when steps in the process are completed. The date of completion should be recorded. A laptop computer is useful and convenient for recording, amending and distributing minutes.

Tourism Markets

Before addressing the task of listing your markets and describing or profiling them, spend a short period of time in open discussion about your community's tourism policy.

Identify Tourism Markets

Think about what you are trying to achieve through your tourism policy. Your policy may state that you want tourists to increase their length of stay and the amount of money they spend in your community. What kind of information will you need to help meet the objectives of your policy?

Tourism Saskatchewan has assembled market segment profiles for Canadian leisure travellers. You can view them here .

During your general discussion of tourism markets, the committee should consider the following questions about your current visitors:

• Why do people travel to your community? Is it for pleasure, business or both? Is it to visit friends or relatives, attend an event or participate in an activity? Are they coming to your community to learn something? Do you know how many visitors fall into each of these categories?
• When do people travel to your community? (e.g. weekends, holidays, hunting season, winter, summer)
• How do people travel to your area? (e.g. car, motorcoach, recreational vehicle, aircraft)
• From where do your tourists come? Are they from nearby towns, cities, rural areas, other provinces or other countries?
• Do you know other "demographic" information about visitors to your community? For example, can you put them into categories of age, gender, income, education, marital status, or occupation? If this kind of specific data is not available, make your best guess.
• What knowledge do you have concerning tourism markets in other communities?
• What are the trends in travel and what attracts tourists today?

A general discussion of all of the above is worthwhile. Remember to think in terms of your own community and the area in which it is located. Keep in mind that throughout the entire planning process, the tourism plan must take into consideration your community's regional context.

Many of your tourism markets will be similar to those of nearby communities. Although you are developing a tourism plan for your own community, many of the objectives you will eventually develop may entail working and cooperating with other communities.

Dedicate about 30 minutes to a general discussion of tourism markets at this meeting of the committee. In the next step, you will develop your tourism market profiles.

Develop Tourism Market Profiles

To put tourism markets in focus, the committee must develop tourism market profiles, which describe the types of tourists who currently visit or pass through your community. Visitors or tourists can be categorized according to their reasons for travel:

• Attendees of cultural events/performances
• Business travellers
• Road and utility work crews
• Sports teams and spectators
• Delegates of conventions/meetings
• Snowmobilers
• Motorcoach tour travellers
• Visitors of friends and relatives
• Ecotourism or outdoor adventure enthusiasts
• Attendees of agricultural fairs/exhibitions
• People seeking professional services (medical visits, business appointments)

Types of tourists will vary from community to community. Information about the types of tourists visiting or passing through your community should be tabulated, using a chart similar to the Tourism Market Profile Chart which can be found here .

A copy of this should be drawn on a flip chart or whiteboard for use during the meeting. As tourism market profiles are developed, the chairperson or an appointed member should fill out the chart. You could distribute individual blank copies of the Tourism Market Profile Chart to each participant to work through as a group.

Use a pencil when marking individual charts or have additional blank charts available. Changes to the profiles may occur later in the planning process as input is sought from businesses, museum societies and other relevant organizations.

As you proceed with your profiles, the chairperson should ask all committee members for input on what types of tourists visit or pass through your community. The tourist types should be recorded along the left margin of the Tourism Market Profile Chart.

Next, the chairperson should ask the committee if questions beyond those appearing along the top margin of the chart should be included. Additional questions should be recorded in the spaces available.

The committee can now profile tourism markets by simply answering each question about each tourist type and filling in the blanks. If some of the questions are difficult to answer, the committee should make its best guess by consulting the reference material that was gathered for the meeting and making use of committee members’ knowledge about visitors to the area.

Once questions related to each tourist type have been answered, record the information. It will form an important component of your tourism plan. To complete the chart, rank each tourism market in order.

Rank Your Tourism Markets

Ranking your tourism markets is beneficial for several reasons. Through the exercise of ranking, your major markets will become readily apparent. The results of these rankings are valuable later in the planning process when the committee must decide where to concentrate its efforts. Ranking your markets is also important because it stimulates more thought and discussion regarding this very vital element of the tourism plan.

Determine the importance of each of your tourism markets (types of tourists) by exploring the following questions:

• How many of each tourist type come to your community?
• How much time does each tourist type spend in your community?
• How much money does each tourist type spending your community?

You do not need exact figures to apply these criteria. To illustrate, simply determine whether anglers are more or less important to your markets than sports teams and spectators.

Indicators for ranking tourist types appear in spaces along the left-hand side of the Tourism Market Profile Chart.

A grading system can be used if the committee has difficulty determining rank. Committee members individually grade each tourist type on a scale of one to 20. Twenty represents the highest importance, one represents the lowest. Grading is done independently and the results are passed on to the chairperson for tabulation.

Here is an example of how it works:

Eight committee members grade a tourist type as follows:

First member gives a grade of....................8

Second member gives a grade of.............12

Third member gives a grade of ................15

Fourth member gives a grade of................9

Fifth member gives a grade of .................17

Sixth member gives a grade of.................13

Seventh member gives a grade of ..........14

The chairperson gives a grade of.............10

Total..........................................................98

Once the committee grades all tourist types, the highest totals will surface as your top tourism markets.

The market with the highest total is the most significant and should be ranked number one on the Tourism Market Profile Chart. The market with the second highest total should be ranked number two and so on.

In the event of a tie, a simple show of hands should suffice to reach a decision.

Keep in mind, the above procedures for ranking or grading will apply not only to tourism markets, but also to assets, concerns and objectives that will be dealt with later in the planning process.

Once the Tourism Market Profile Chart is complete and your markets have been ranked, you will be ready to check the validity of your work.

Solicit Input from Businesses and Relevant Organizations

Prior to the next committee meeting, the chairperson should assign members of the committee to contact relevant businesses, organizations and individuals such as:

• Hotel and motel operators
• Restaurateurs
• Park and campground operators
• Service station operators
• Tourist information booth operators
• Hunting and fishing guides
• Indigenous councils or local groups
• Saskatchewan Ministry of Highways and Infrastructure
• Saskatchewan Ministry of Environment
• Saskatchewan Ministry of Parks, Culture and Sport
• Saskatchewan Ministry of the Economy
• Tourism Saskatchewan
• Destination area/destination marketing representatives Municipal officials
• Retail businesses
• Service clubs
• Cultural event organizers
• Tourist attraction operators (e.g. museums, cultural centres)
• Sporting event organizers
• Golf course operators
• Community Futures Development Corporations

When these businesses and organizations are reached, committee members should provide them with copies of completed Tourism Market Profile Charts and ask for input. This is also an opportune time to explain the tourism planning process.

Mention that assistance would be appreciated at this stage and suggest that there will be further opportunities for input when a draft tourism plan has been formulated. Ask what tourism promotional activities are currently underway and what is planned for the future.

Additions or changes that result from talks with others in the community should be discussed at a subsequent committee meeting. A record of any approved changes or additions should be made at that time.

The next step is to list your community's tourism assets.

Tourism Assets

This part of the process features a brainstorming session by the tourism committee. The session is aimed at developing five lists that will include all of the tourism assets in and around your community. The lists will correspond to the five components of tourism:

Defining Tourism Assets

Tourism assets should be confined to those community assets that can or do attract and serve tourists.

Your community may have a high school, a new grocery store, a recently expanded library and an RCMP detachment – all of which constitute community assets. However, none of these relate directly to tourism unless the asset is somehow unique. For example, a retail outlet that is housed in an historical building would qualify.

Listing and Ranking Tourism Assets

Mark five flip chart sheets with an asset category corresponding to the five components of tourism.

The chairperson can ask the committee to either brainstorm the community’s tourism assets or offer suggestions, one by one, until all possibilities have been explored.

Keep in mind that assets can be placed under more than one category. This is helpful if the committee has difficulty deciding where an asset fits. Also, tourism assets do not necessarily have to be within your community. For example, tourists travelling through your area may be going to or coming from an attraction, such as a national or provincial park, that is some distance away. In this instance, the park should be recorded on the Tourism Attraction Assets list.

Once you have established a list of assets for each of the five key components of tourism, each list should be ranked.

Your tourism assets should be ranked to highlight the community's tourism strengths. You will want to build on these when it comes time to establish your tourism objectives and tourism action steps. When considering the importance of tourism assets, the committee should ask the following:

• How attractive is the asset to tourists?
• How unique is the asset to your community?
• How easily can the asset be promoted to tourists?
• How effective is the asset in attracting tourists to your community to spend time and money?

The chairperson should lead the group in ranking the tourism assets that have been identified for each of the five components of tourism. The importance of each asset should be designated by assigning it a number. Rank the assets, one-by-one, from most important to the least. For example, consider all of the assets listed under Tourism Attraction Assets and number accordingly, then move on to Tourism Infrastructure Assets and so on.

If difficulty arises during the ranking of any tourism asset, you can use the grading system described above.

Tourism Concerns

The committee is now ready to compile five lists of the community's tourism concerns. Again, one list is needed for each of the five key components of tourism. Before starting your lists, you must understand what is meant by tourism concerns and how they relate to your markets and your assets.

What are Tourism Concerns?

Tourism concerns can include:

• Negative assets – Check your lists of assets, as well as your Tourism Market Profile Chart. Do either your assets or your markets have any negative features?
• Outright liabilities – Perhaps there is a shortage of skilled employees, which are critical to providing the quality tourism experience visitors expect. Committee members should try to list all concerns, even those that seem insurmountable, because someone else may be able to offer a solution. Even if no solution is found, you will have discussed the matter and put it into realistic perspective for the community.
• Undeveloped ideas – They may include great ideas that have not received action. Again, your assets lists and market profiles will likely reveal interesting suggestions about what could or should be done to increase tourism in your community.

It is important to consider both the positive outcomes and the challenges of proposals for increasing tourism. When rephrased negatively, a great idea can become a concern.

• Few clean washrooms at local service stations (tourism businesses)
• No well-maintained and easy to reach parking areas (tourism infrastructure)
• Interesting attractions are not visible from the highway (tourist attractions)
• Some merchants have not recognized the importance of hospitality and customer service (tourism human resources)

Any one of the above could be listed as a concern. If you have difficulty categorizing a particular concern under the five key components of tourism, it probably has not been stated specifically enough.

Remember, the more specific you are in expressing your concerns, the easier it will be to find a solution.Remember, the more specific you are in expressing your concerns, the easier it will be to find a solution.

Listing and Ranking Tourism Concerns

To list and rank tourism concerns, use the same procedures you followed for tourism assets. Create five lists of tourism concerns – one for each of the tourism components. If you have sufficient wall space, keep your tourism assets lists and the Tourism Market Profile Chart posted for easy reference.

Once each list is complete, the concerns should be ranked. By ranking, your biggest concerns will receive the attention that they deserve. When it comes time to seek municipal and public input on your tourism plan, it will become readily apparent if your principal concerns are in line with what others think. As an added benefit, if the committee identifies easily addressed concerns that can lead to highly visible and positive results, they can be used to bolster community support for the committee’s work.

The following criteria apply to determining the importance of tourism concerns:

• Issues that have a negative effect on many or all of your tourism markets should rank higher than those that affect a fewer number.
• Consider how much time, effort and money will be needed to address the identified matter. Obvious concerns that can be more easily addressed should rank higher than those requiring a substantial commitment. Capture the easy “wins” first.

Again, if the committee experiences difficulty when ranking concerns, use the grading system described above.

When this stage of the process is complete, the committee should have lists of valuable information and a reasonably good understanding of the community's tourism markets, assets and concerns, and how they relate to each other.

The recorder should make sure this background information forms part of the committee's minutes.

Your next step is to state your community's tourism goals.

Tourism Goals

Defining tourism goals.

Tourism goals are clear, concise statements that broadly outline what the committee would like to see happen to tourism in the community. All goals must be compatible with the community's tourism policy and should provide direction for more specific objectives to follow.

How to Develop Goals

A simple way to state tourism goals is to insert the words "to improve" in front of each of the five basic components of tourism. Thus, the committee's goals would be:

• To improve tourism attractions;
• To improve tourism businesses;
• To improve tourism infrastructure;
• To improve tourism human resources; and
• To improve tourism promotion.

By stating tourism goals in this fashion, the committee is assured that all the tourism concerns (also stated in relation to the five components) will be considered.

Tourism Objectives

Defining tourism objectives.

Tourism objectives are more specific than goals. They are the stated desires of your committee and represent the ends to which community action should be directed. If acted upon, tourism objectives will help you accomplish your tourism goals. Each tourism goal will likely involve several tourism objectives.

Setting objectives is a difficult, but necessary process. The following guidelines will assist the committee in determining them.

Tourism objectives:

• Do not have to be stated as complete sentences
• Should be clear and concise – Would someone outside of the committee or community understand it?
• Should help accomplish the goal to which they relate
• Should be measurable – In six months, will you be able to determine whether an objective has been fully accomplished, partly accomplished or not accomplished at all?
• Should be realistic – Does the objective relate to an existing or potential market? Do you have or can you acquire the resources needed to accomplish the objective?

How to Develop Objectives

Examples of tourism objectives can be found in the Sample Tourism Plan here . The committee should set aside a few minutes to read over the sample objectives provided. When this brief orientation is complete, you should be ready to develop objectives of your own.

Focus on one goal at a time. As you develop objectives for each of the five tourism components, be sure to have the Tourism Market Profile Chart and the corresponding list of assets and concerns posted for easy reference. For each tourism component, reproduce the Goals and Objectives Worksheet on a separate flip chart sheet.

Each objective is formed by restating one concern as a positive statement that will help to accomplish the tourism goal. It may be possible to have one well-worded objective that will adequately deal with more than one concern.

Avoid wording that is so broad or general that the objective becomes difficult to fulfil or measure.

In determining objectives, examine the relationship between the needs and wants of your tourism markets and the tourism resources of your community. For example, your community may be on a frequently used route for motorcoaches travelling along a major corridor. What are the needs and wants of these travellers? Motorcoach operators often want accommodations that provide quality service, competitive rates and restaurants capable of serving larger groups.

You may have these assets and wish to establish an objective such as “to increase motorcoach stopovers in our community from five this year to 20 stopovers next year.” You might consider the following action steps to achieve that objective:

• Identify special tour services in publications and websites produced by Tourism Saskatchewan and local tourism associations
• Contact appropriate tour companies recommended by marketing consultants at Tourism Saskatchewan

Your community may be an attractive location for shopping, business conferences or outdoor activities. An objective might be: “To increase the number of visitors to our community for shopping, business conferences, etc.” Newspaper ads, highway signs, store or mall displays and many other promotional options are additional actions that could help you achieve your objectives.

You can promote a service or an attraction in a number of ways. You will have to choose the option(s) appropriate to your tourism policy, the specific tourism market(s) you are trying to reach and your community's financial and human resource capabilities.

As you establish objectives, always consider your tourism markets, assets and concerns, and think about how realistically you can satisfy the market needs that you have identified.

The process for developing objectives should unfold as follows:

• Display the necessary flip charts.
• Write your goals in the appropriate column of the Goals and Objectives flip chart sheet. Committee members may follow along on their individual Goals and Objectives Worksheets.
• Take a few minutes to review your Tourism Market Profiles, as well as the tourism assets and concerns lists relating to the goal you are considering.
• Focus on the tourism concerns list and be certain all wording is specific and easily understood, and that all your bases have been covered.
• Make any changes to your tourism concerns list that result from your review.
• Focus on the first concern on the list and determine what should be done to address it.
• Write an objective that addresses this concern (refer to the Sample Tourism Plan for hints on what objectives could look like). Experience has shown that it is often best to write down your first thoughts. Once the committee has something on paper, you can add, delete or amend at will. Do not worry about neatness, this is a time for creative thinking.
• When everyone is satisfied with the wording of the objective, move on to the next concern and develop the next objective.
• When all tourism concerns relating to your first goal have been addressed, display your tourism assets and concerns lists for the next goal and repeat the process.

As you continue, make sure the committee's recorder captures the conversation accurately. When you are satisfied that the concerns have been properly stated and addressed with objectives, you are ready to start ranking the objectives. To avoid fatigue, committee meetings should not exceed two-and-a-half hours. Consequently, you may decide to rank the objectives at your next meeting.

Ranking Objectives

The procedure for ranking objectives differs from the process that you used to rank tourism assets and concerns. Objectives are ranked together regardless of the tourism goal to which they relate.

To rank objectives, make use of the grading system described above. Following this procedure, as you grade each objective you are also determining the rank. To start with, the committee should rank only about 10 objectives in order of priority (one being the most important and 10 being the least).

A priority list of 10 objectives is recommended to provide direction as to what the committee wants to initially achieve. All remaining objectives should be considered of equal importance and may be addressed whenever the committee wishes.

Ranking your objectives is a very worthwhile exercise. For everyone who will review the plan, the process highlights what the committee feels are the community's tourism priorities. When it comes to implementing the plan, the committee will be able to assign responsibility and develop timelines quickly and appropriately.

To begin, display your Goals and Objectives Chart and look at all of the objectives together. The following criteria will help you to assess and prioritize your objectives. Consider how effectively they:

• Attract more visitors
• Encourage visitors to stay longer
• Encourage visitors to spend more money
• Minimize adverse social, economic and/or environmental effects
• Produce highly visible results when accomplished
• Appeal to the community at large
• Support the community at large
• Reflect what the community is capable of achieving

There will be both short-term and long-term objectives. Short-term objectives are identifiable by how easily they can be accomplished and how quickly they will show results. By their nature, long-term objectives will require considerably more time to accomplish.

The committee is now well on its way to completing the first draft of the tourism plan. You have stated all your objectives clearly and are ready to carry on with how you propose to accomplish them.

Tourism Action Steps

Defining tourism action steps.

It is important to outline in a detailed, step-by-step fashion, the various actions needed to achieve individual objectives. In all likelihood, a number of action steps will be required for each. They should be very specific, and should dispel any confusion about what needs to be done and how to accomplish it. While tourism action steps represent the committee’s best guess as to what should be undertaken to accomplish each objective, they may lead to a dead end or indicate the need to develop alternate plans.

For examples of tourism action steps, refer to the Sample Tourism Plan here .

How to Develop Action Steps

Distribute copies of the Actions Steps Worksheet which can be found here . The worksheet summarizes the process of developing action steps that are required to achieve your determined objectives. The top of the worksheet should be completed for each objective before you develop the corresponding action steps. There is also a space to provide background (or justification) for the objective that has been stated. This brief background statement should be developed by the committee and noted as each objective is addressed. It allows the committee to describe why the objective is being proposed, and will help municipal council and others to better understand your thinking.

As you proceed, keep in mind that individual committee members will eventually be responsible for supervising the coordination of each step after the tourism plan has been drafted, submitted to the municipal council for review and approval, and feedback has been received from the public.

Action steps should be listed in the order in which you expect them to be accomplished.

For the moment, there is no need to formally assign responsibility or set specific deadlines for the action steps. This will be done after the committee has received input from municipal council and the public. Input may result in significant changes to the plan. The committee should always strive to be as flexible as possible throughout the process.

Once you have outlined your tourism action steps, you will have everything you need to develop the first draft of the tourism plan. Remember, you can always refer to the Sample Tourism Plan to review the outline and content for your draft plan.

When the draft plan is submitted to municipal council, it is advisable to include a list of businesses, individuals, organizations and other government agencies that the committee feels should have input into the plan. Council may wish to make additions to this list.

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The BTB wishes to thank all the stakeholders who contributed information and shared their expertise during the literature review and information gathering stages of the Tourism Development Plans. Together we have completed the Tourism Development Plans for the Placencia, Hopkins, Dangriga and Orange Walk Tourism Destinations.

As we embarked on a collaborative journey for the South East Coast (Placencia, Hopkins and Dangriga) and Orange Walk, the Belize Tourism Board pushed forward with the enhancement of its tourism sector. BTB continued along its trend of positive growth but of equal importance is the necessity to engage and ensure a participatory development path. Therefore, the BTB invested in the development of the Tourism Development Plans as recommended by the National Sustainable Master Plan, to serve as the guide in developing these destinations. These Plans included the recommendation of stakeholders and integrated the strategic course of actions to develop the respective tourism destinations.

These plans called for communities to be   integrated   within   the economic development opportunities inherent  to tourism,  while  remaining respectful  of their  social  integrity,  and  mindful  of the environmental challenges that  contest  our  status quo of  development. We are pleased to note, that the BTB has fully embraced this call to action and will be working closely with the destinations to continuously enhance the tourism product. As a result, the BTB will form Monitoring and Coordinating Committees(MCCs) for each destination which will serve as the platform for piloting the projects for their respective destination. This aligns with moving forward with the 5 year recommendations outlined in each plan. The MCCs along with the BTB and Ministry of Tourism will strategically collaborate to implement the tourism frameworks developed in order to generate results in an efficient and sustainable approach.

The Belize Tourism Board is therefore delighted to share the Tourism Development Plans for the Placencia, Hopkins, Dangriga and Orange Walk Tourism Destinations, and reaffirms our commitment to continue building Tourism in Belize, through partnership and collaboration.

A nurturing approach to Belize’s environment, economy and socio-cultural development through responsible and sustainable tourism projects…

The National Sustainable Tourism Master Plan (NSTMP) aims to achieve a set of quantitative and qualitative specific objectives by 2030.  These objectives have been based upon an in-depth analysis of the sector giving high priority to the industry stakeholder consultation(s) and the competitive tourism potential of the country.

The vision of the NSTMP is for Belize (as a destination) to be a recognized embodiment, within its international marketplaces as a unique, authentic, sustainable and competitive world-class destination.

The strategic goals of the NSTMP for 2030 are to provide: Leadership which will support the Belizean stakeholders in taking leadership over sustainable tourism development; Optimization of socio-economic benefits from tourism; Sustainable tourism planned development; and Competitiveness in achieving world-class destination status.

Specific objectives include: (a) supporting the improvement, restoration and diversification of overnight destinations and their products; and (b) strengthen national and local capacity for sector policy, destination planning and management.

Belize is an exclusive multicultural sustainable destination in the Central American Caribbean. It is a destination where the authenticity and friendliness of its people, coupled with the uniqueness of an exotic natural environment can be actively experienced within a conserved world.

For detailed information download the Destination Development Plans:

Belize tourism, dangriga tourism development plan.

Click here to download

Hopkins Tourism Development Plan

Orange walk tourism development plan, placencia tourism development plan.

Provincial Planning and Development Office

Tourism Master Plan

Download the documents from the links below:

• Tourism Master Plan Main Report
• Tourism Master Plan Interim Report

The Main Report provides a unified direction or plan for the province to further harness and sustain its vast tourism potential. The plan is organized around six (6) sector components, namely: the physical (structure plan and the transportation infrastructure plan); the environmental management plan; the conservation management plan; the entrepreneurship development plan; the various sustainable development proposal; and the critical implementation plan.

The Interim Report highlights a summary of projects in support of the tourism development framework plan. (Annex A) Details of the outlined projects (project profiles) are included as Annex B. Note that some of these projects were selected from the priority tourism projects of the LGU. (Annex C) These proposed projects are an offshoot of the Bohol Tourism Master Plan; a summary of which is provided in the succeeding sections for context.

23 thoughts on “Tourism Master Plan”

in your report, how come Antequera is included in section 2.1.3a as sandy beaches, well in fact it is landlocked? Please correct it. Thanks!

Thanks Jay for your comment and observation. You’re right Antequera is inland not coastal. I think it should have been Alburquerque not Antequera as part of the southern seaboard together with Loay. But we cant correct it as of now, its a pdf file that we got from the consultant.

Hi. I would just like to inquire when the Tourism Master Plan Main Report was published?

The Bohol Tourism Master Plan Vol.1: Main Report is dated May 2007.

Hi, is the file corrupted? Can’t open the zip file. If it’s not much of a hassle, can you send me a copy over my email? Thanks.

Hi Ria, I just downloaded the file and opened it fine. The download is a 47 MB file which may take a while and can easily get corrupted with an unstable internet connection. If this is your case, I suggest you use a download manager. Of course you also need an archive manager to be able to extract the PDF contained in the zip file, before you can open it on a PDF reader. We find it necessary to pack this in a zip file because very often, the browser will attempt to open the PDF within itself. However, it would take too long to open because of its size and usually, users think the file is corrupt because nothing is happening on your browser for a while.

I really appreciate how you prepare your master plan, it’s a bid boost to your tourism industry. I hope we can do the same also. We are just a neophyte on this area, we need to educate more. Thanks for the free access on you plan

Unable to open the Tourism master plan main report after downloading- it says the file is corrupt. Please advise or email me a copy of the same. Thx.

Hi, I have just downloaded both Main and Interim Reports. It took a while to download but they opened just fine. Just, in case, you still need to extract/unzip the zip file before you can open the compressed PDF file.

Hi, Thank you for this!

I am making a thesis for my final year in UP Diliman, on this especially given the recent disaster that transpired.

Is there anyone I can contact when I visit Bohol to interview regarding the contents of this tourism development plan? Thanks!

Hi NJ, you may contact Ms. Jo Cabarrus, head of Bohol Tourism Office (BTO) and Atty. Lucas Nunag, chair of the Provincial Tourism Council (PTC) for the recent Bohol Tourism Recovery Plan, which is a roadmap to support the recovery of Bohol’s tourism sector after the 7.2M earthquake last 15 Oct. 2013.

Hi Willy, i downloaded both the TMP and the Interim Report but both of the files does not contain the Tables (Figures). i wonder why?

We updated the files and now contains the missing figures. They were mostly maps that were prepared outside the document and were inserted in the hard copies. We edited the PDF and inserted the maps and a table. Thank you for the heads-up. If you notice more missing items, please feel free to notify us. You may now download the document again for the updated version.

Hello, may I inquire on the recent developments regarding Bohol-Palawan/Puerto Princesa Tourism and Environmental Programs and Development Policy Exchange? Is there any resolution or document released on this matter, and if yes, can this be accessed?

Hi Mam Kat,

Please kindly check your email, We sent you already the Memorandum of Agreement (MOA) of the Bohol-Palawan Tourism Policy Exchange. Thank you.

Hello, May I request for the development plan for the Balicasag Island?. Thank you.

We don’t have a specific development plan for Balicasag Island. You may refer to the Bohol Tourism Office. Contact No. (038) 411-0138, Email Address : [email protected] , [email protected] , Website: http://www.boholtourismph.com/

Hi sir, would like to ask if you have an existing site plan of Balicasag Island Dive resort. This would be helpful for my thesis proposal. Thank you so much

Good Day Sir! We don’t have an existing site plan of Balicasag Island Dive Resort. Please contact the Municipality of Panglao. Contact No. (038) 502-8080, Email Address: [email protected]

Hi. Do you have the latest Tourism Master Plan or Tourism Development Plan for the Bohol Province? This one is dated back in 2007 right? If yes, may I request for a copy of the latest available plan? Thank you.

Hi Ms. Regyn, our info says there is no update yet to the Tourism Master Plan.

Hello! May I know when did you publish this Tourism Master Plan? The exact publishing date, please. This is for citing the latter. Or do you already have a citation for this? If yes, may I have it? Thank you very much 🙂

Hi Kate, thank you for the comment. The Tourism Master Plan has no publication date, according to our officer-in-charge, but the planning period is for 2007 to 2025.

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