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ETC Contents Destination Management Handbook A sustainable approach Introduction Section 1 Destination audit Introduction 1A Surveying visitor satisfaction 1B Determining the local economic impact of tourism 1C Surveying local community attitudes to tourism 1D Determining local carrying capacities in an area Section 2 Destination planning 2A Addressing tourism within local authorities 2B Developing tourism partnerships 2C Engaging tourism micro-businesses 2D Tourism and the planning system: gaining value locally 2E Developing visitor management plans Section 3 Destination development Introduction: taking a quality approach 3A SME training and business support 3B Promoting e-business 3C Developing sustainable visitor transport 3D Setting up a visitor payback scheme 3E Ensuring access for all 3F Identifying and developing local distinctiveness 3G Biodiversity Action Plans for tourism 3H Assisting tourism businesses with waste management 3I Sustainability schemes and awards for businesses and destinations 3J Marketing Section 4 Monitoring performance Measuring overall tourism performance Section 5 References Where to go for help © ENGLISH TOURIST BOARD AND TOURISM MANAGEMENT INSTITUTE 2003 Introduction Contents Foreword Contributors Introduction Strategy and service improvements plans 1 What is sustainable tourism? 2 Delivering real change at destination level 3 VICE: a model for sustainable destination management 4 Developing and implementing your destination management plan 5 What you will find on the CD-ROM 6 How the handbook will help you 7 Taking sustainable tourism forward Case studies Sources of information and help Implementing a destination management plan (table) © ENGLISH TOURIST BOARD AND TOURISM MANAGEMENT INSTITUTE 2003 INTRODUCTION Foreword This handbook is designed for the use of tourism destination managers and their staff. The term destination refers to a significant land area managed for the development of tourism by Local Authorities, National Park Authorities, Public/Private Partnerships, AONB Management Teams or Private Sector Businesses. It is being increasingly understood that destination managers have a very significant role to play in delivering successful and sustainable tourism solutions, both on the ground in each local destination and as a collective UK network of professionals. Furthermore, they are in the unique position of both being able to play the role of honest broker with visitors, tourism businesses and communities where tourism happens (the local destination) and at the same time are linked into the regional, national and international tourism picture. Destination managers can therefore make a significant contribution in establishing the complex local and sub-regional relationships and networks that deliver consistent national/regional policy actions at the coalface, where they actually count. This is particularly pertinent in light of recent international tourism issues and the need to make solutions work quickly and effectively for the benefit of tourism throughout the UK. A fundamental requirement for this vision will be the consistency of approach adopted by destination managers to establish a coherent national framework for destination management: a framework which at the same time creates the flexibility to respond to the different destination circumstances that make the UK such a hugely diverse international tourism product. We all have a piece of the jigsaw; the trick will be for us all to work together to create that bigger picture to benefit the tourism offer of the UK as a whole. This is just a start. We hope that the evolving nature of the handbook will provide the catalyst to develop this common approach and by working together, identify and promote best practice in all aspects of destination management. We want this handbook to become the fundamental resource of every destination manager, so it will be developed and updated regularly. Each component will be ‘edited’ by a fellow destination manager listed in section 5, so keep them informed of things we’ve missed or any relevant developments in that subject. Together, destination managers can make a huge difference. INTRODUCTION © ENGLISH TOURIST BOARD AND TOURISM MANAGEMENT INSTITUTE 2003 PAGE 1 INTRODUCTION Contributors The following organisations and individuals have contributed to this handbook: Tourism Management Institute/Local Authorities Su Beswick, South Hams District Council; Anthony Climpson, New Forest District Council; Peter Lane, Redcar & Cleveland Borough Council; Sarah Osborne, Royal Borough of Windsor & Maidenhead; Colin Potts, Chester City Council; Amanda Shepherd, Chair of TMI IT Panel. English Tourism Council David Lunn, Board member; Andrew Daines; John Dent; Claire Dinan; Jane Fletcher; Helen Ford; Stuart Heath; Paul Jeffries; Chris Veitch. Tourism for All Consortium Jenny Stephenson Regional Tourist Boards Christopher Howard, East of England; Neil Warren, East of England; Peter Colling, Southern; Liz Craven, South East England; Jo Jury, Heart of England. Disability Rights Commission Marie Pye Resource – The Council for Museums, Archives and Libraries Marcus Weisen Other contributors Graham Barrow, Independent consultant; Tamsyn Butler, English Nature; Becky Collier, Island 2000 Trust; Annabel Grant, SBS; Rebecca Hawkins, independent consultant; Jeremy Roberts, independent consultant; Matt Todd, independent consultant © English Tourist Board and Tourism Management Institute 2003 Published by the English Tourism Council, Thames Tower, Black’s Road, London W6 9EL in partnership with the Tourism Management Institute, c/o Anthony Climpson, New Forest District Council, Leisure Services Department, Appletree Court, Lyndhurst, Hampshire SO43 7PA, tel 023 8028 5102; fax 023 8028 5457; email [email protected] INTRODUCTION © ENGLISH TOURIST BOARD AND TOURISM MANAGEMENT INSTITUTE 2003 PAGE 2 INTRODUCTION Introduction The English Tourism Council (ETC) and the Tourism Management Institute (TMI) have worked together to create this handbook. We hope that it will help provide destination managers with the tools for implementing a sustainable approach to tourism and thereby secure a successful future for tourism at a destination level throughout the UK. We also hope that the approach taken in this handbook will form an enduring framework for the ongoing development of destination management, recognising that inevitably this work will need to evolve further to achieve a fully comprehensive approach. In order for this to happen, we would be grateful for your participation in helping shape its future. Strategy and service improvement plans The handbook seeks to deal with enhancing professional development in destination management as a whole. It is important to draw a distinction between each of the elements of a sustainable and integrated destination management plan. The primary component is the strategy itself, which encompasses drawing individual stakeholders together and creating a framework for their interaction and collective animation. Integral to this is the management process and the arrangements put in place to deliver and monitor the service and its performance. This service delivery process forms a key part of an authority’s approach towards performance management and the process of continuous improvement required as part of the Best Value and Comprehensive Performance Assessment initiatives. We have included some work of the National Tourism Best Value Group in the following components, and in future editions of the handbook we hope to join all the performance and service delivery outputs in one publication. Best value is covered in more detail in Section 4 Monitoring performance. The following points are covered in this introduction below: 1 What is sustainable tourism? 2 Delivering real change at destination level 3 VICE: a model for sustainable destination management 4 Developing and implementing your destination management plan 5 What you will find on the CD-ROM 6 How the handbook will help you 7 Taking sustainable tourism forward 1 What is sustainable tourism? A logical starting-point for this handbook is to consider the meaning and importance of a sustainable approach to tourism. As a concept, sustainable tourism’s underlying principles are well understood: it is about managing visitor impacts on the local destination’s economy, communities and environment to benefit all stakeholders both in the present and the future. The principles of sustainable tourism apply to all tourism destinations, wherever they are, and to all forms of tourism, whether niche or mainstream. Indeed, sustainability is necessary for the successful future of tourism itself. INTRODUCTION © ENGLISH TOURIST BOARD AND TOURISM MANAGEMENT INSTITUTE 2003 PAGE 3 INTRODUCTION The key importance of this approach has been recognised for some time. In 1999, the Government published Tomorrow’s Tourism, which identified the pursuit of sustainable tourism as a priority, and gave the ETC lead responsibility for developing policy in this area. With the help of a sustainability taskforce, the ETC developed its Time for Action strategy, which identified three objectives for sustainable tourism: • to benefit the economy of tourism destinations • to support local communities and culture • to protect and enhance the built and natural environment. The challenge for developing tourism sustainably is to find the optimum balance between these interrelated objectives, whereby no one objective is disproportionately favoured to the detriment of the others.
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