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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.

Tourism Development Strategic Plan Template

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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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Tourism Strategic Planning: The Tried and True

Today’s post represents the third in our three-part series on tourism recovery. Having covered in our previous posts the need for Destination Management Organizations (DMOs) to assess their current situation and rethink their destination and audience, we take a step back to discuss the core tenants and thought process of tourism strategic planning that remain as essential as ever.

The COVID crisis is a vivid reminder of how the travel and tourism industry is regularly and dramatically impacted by outside forces. DMOs across the industry are searching for ways to recover their footing and reimagine their future. More than ever, DMOs need to think strategically about the economic, political, and cultural, changes they are facing. Thoughtful and well-conceived strategic planning is crucial not just in navigating the immediate challenges, but in developing, enhancing and sustaining a destination’s attractiveness and competitiveness over the long road to recovery.

Through our experience in helping destinations navigate challenges like the 9/11 attacks, the Great Recession, and under performance in attracting tourists, the ESI/Parter International team has developed a framework for tourism strategic planning that incorporates a variety of facets and perspectives. We have found that tourism planning efforts that achieve comprehensive and successful results address four critical ingredients:

• Determine gaps in the tourism product
• Enhancement and new product / event opportunities
• Support for and partnerships with attractions
• Availability, variety, quality, and competitiveness of accommodations, restaurants, transportation, signage, visitor centers, retail, and visitor domains
• DMO’s crucial role in improving the tourism infrastructure
• Addressing the appropriate target audiences and ensuring that the destination’s marketing helps:
• attract new and repeat visitation; extends stays; increases tourist spending;
• Reflects the destination so that the visitors’ expectations are met
• The right mix of paid, earned, owned and shared media for promoting the destination
• The most appropriate organizational structure to meet various responsibilities and achieve a strong return on investment
• Ensure that the tourism organization figures prominently in political, policy, and planning discussions
• The role to be played in determining and collecting public and private funding.
• The value and opportunities of partnerships

This “four-legged stool” reflects the interplay between different components and dynamics (public and private sector) required to achieve sustainable success. Destinations may need to focus more acutely on certain elements at a given point in time, based on the circumstances they face, their available resources, and their position in the broader arc of destination development, but consideration must always be retained for these broad categories of critical forces.

There are a number of components that must be included to compliment the four-legged stool of tourism. Stakeholder involvement; comprehensive research; a focus on tourism trends; familiarity with best practices; and political sensitivity are all critical elements of creating a successful tourism strategic plan.

Strategic insights flow directly from the quality of the information gathering process. A mix of methods (quantiative and qualitative, primary and secondary) is the best approach to develop a depth of understanding of a destination and its strengths and challenges. Drawing in stakeholders from industry and government through interviews and planning sessions is an effective means to develop a detailed understanding of the destination and its nuances, and in setting the groundwork for recommendations with sufficient collective buy-in to make subsequent implementation realistic. Destinations should also tap into the range of tourism data points available from their attractions, hotels, and increasingly directly from visitors through anonymized GPS tracking technologies.

Effective outcomes are realized by first determining the destinations competitiveness, quality, and opportunities and then developing and implementing achievable, user friendly, impactful, prioritized, and cost-effective recommendations that are within the scope of the destination’s technical and financial resources. The audit process serves to evaluate the destination’s four tourism components, often resulting in a SWOT or gap analysis.

This framework is the starting point rather than the end point for the crucial discussion of the prioritization of opportunities, resources and efforts to address gaps. Through collaborative discussion with the DMO and key stakeholders, the most effective planning processes arrive not at a laundry list of recommendations, but at an identification of the most important priorities, and the initial implementation steps needed to address them.

This unified framework for tourism planning affords destinations with the best opportunity to recover from the exigencies of the current crisis and achieve their objectives in a competitive and challenging recovery.

About the Authors

Econsult Solutions, Inc. (ESI) and  Parter International, Inc. offer collaborative strategic planning services to help enhance and develop tourism attractions; events; infrastructure; marketing; and organizational efficiency, resulting in a significant impact on the economic well-being of tourism destinations and attractions. At a time of unprecedented challenges in the travel industry, our team brings wide-ranging experience, data-driven insights, and a collaborative approach to help address tourism and travel challenges. To learn more about our capabilities, please visit our new Tourism Strategic Planning partnership webpage by clicking here .

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Why tourism planning is important

Tourism planning should be an integral part of any destination’s tourism development plan in order to achieve the best results and satisfy all stakeholders. Tourism planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

In this post I will explain why tourism planning is so important and recommend some literature for further reading on this topic. This information on tourism planning should be helpful to a number of tourism stakeholders, including business entrepreneurs, Government bodies and tourism workers. It is also useful for those studying travel and tourism as well as those who have a general interest in the subject. For an introduction to the concept of tourism policy and planning visit this post- ‘ The different levels of tourism policy and planning ‘. 

Wait! Before you read on, take a look at the short video that I created all about the importance of tourism planning! 

What is tourism planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, tourism planning is a very important part of this.

On a basic level, tourism development can be defined as creating strategies and plans to increase/develop/encourage tourism for a destination. The fundamental reason behind planning and implementing strategies for developing the tourism sector is primarily to make money and to subsequently increase the GDP of a country/area.

You might also be interested in my post- ‘ What is tourism? A definition of tourism ‘ 

Tourism development consists of many elements including, but not limited to: developing and managing private-public partnerships, assessing the competitors to gain competitive advantage, ensuring responsible and sustainable development, viewing tourism as an interconnected system and a demand-driven sector, assessing private sector investment and international cooperation, tourism clustering and involvement by the Government.

According to Williams cited in Mason (2003);  

‘The aim of modern planning is to seek optimal solutions to perceived problems and that it is designed to increase and, hopefully maximise development benefits, which will produce predictable outcomes’.

And Getz (1987) cited in Pearce (1989) defines tourism planning as;

“A process, based on research and evaluation, which seeks to optimise the potential contribution of tourism to human welfare and environmental quality”

Tourism development planning should be an integral part of any destination’s tourism plan in order to achieve the best results and satisfy all stakeholders. Tourism development planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

What is tourism development planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, planning is a very important part of this.

Basic stages in tourism development planning

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy . Fortunately , destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

On a basic level, the main stages in tourism development planning include: the analysis of previous tourist development; evaluation of the position of tourism in the area including competition; formulation of relevant tourism policy by Government; the defining of a development strategy and the formation of a programme of action.

The benefits of tourism development

Tourism development planning enables a range of benefits to all stakeholders involved, for example:

• It increases income and jobs from tourist spending
• It helps preserve cultural and natural heritage for tourists
• It increases understanding of other cultures
• It builds new facilities such as sewage for whole communities or new roads

The costs of tourism development

There are also some costs which must be considered and planned for, which include:

• Costs of implementing tourist facilities can be costly
• The environment can be destructed to make room for hotels etc. to be built
• Social standards may be undermined e.g. topless women in Dubai
• The natural environment may be polluted

Formulating an approach to tourism policy and planning

There are six ‘golden rules’ that should be applied when formulating an approach to tourism policy and planning, as outlined by Inskeep (1991).

• Goal oriented

Clear recognition of tourism’s role in achieving broad national and community goals

• Integrative

Incorporating tourism policy and planning into the mainstream of planning for the economy, land use and infrastructure, conservation and environment

• Market driven

Planning for tourism development that trades successfully in a competitive global marketplace

• Resource driven

Developing tourism which build on the destination’s inherent strengths whilst protecting and enhancing the attributes and experiences of current tourism assets

• Consultative

Incorporating the wider community attitudes, needs and wants to determine what is acceptable to the population

Drawing on primary or secondary research to provide conceptual or predictive support for planners including the experiences of other tourism destinations

Why tourism development planning is important

Tourism development planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly , tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations. For more on this topic, you can read this post.

If you wish to cite any of the content in the post please use reference ‘Stainton, Hayley. (2018) Lifeasabutterfly .’

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For more on what constitutes tourism planning I recommend that you refer to the texts Tourism Policy and Planning: Yesterday, Today, and Tomorrow by Edgell and Swanson and Tourism Planning and Destination Marketing by Camilleri .

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy. Fortunately, destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

You might also be interested in my post- ‘ Best Universities In The UK To Study Travel and Tourism ‘

There are six ‘golden rules’ that should be applied when formulating an approach to tourism planning and policy, as outlined by Inskeep (1991).

You might also be interested in my post- ‘ What is ‘begpacking’ and why is it so bad ?’

Tourism planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly, tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations.

For more on this topic, I recommend the following texts:

Tourism Policy and Planning: Yesterday, Today, and Tomorrow

Tourism Planning and Destination Marketing

Leisure, Sport and Tourism, Politics, Policy and Planning

Tourism Planning: Policies, Processes and Relationships

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Fact sheet: 2022 national travel and tourism strategy, office of public affairs.

The 2022 National Travel and Tourism Strategy was released on June 6, 2022, by U.S. Secretary of Commerce Gina M. Raimondo on behalf of the Tourism Policy Council (TPC). The new strategy focuses the full efforts of the federal government to promote the United States as a premier destination grounded in the breadth and diversity of our communities, and to foster a sector that drives economic growth, creates good jobs, and bolsters conservation and sustainability. Drawing on engagement and capabilities from across the federal government, the strategy aims to support broad-based economic growth in travel and tourism across the United States, its territories, and the District of Columbia.

The federal government will work to implement the strategy under the leadership of the TPC and in partnership with the private sector, aiming toward an ambitious five-year goal of increasing American jobs by attracting and welcoming 90 million international visitors, who we estimate will spend $279 billion, annually by 2027.

The new National Travel and Tourism Strategy supports growth and competitiveness for an industry that, prior to the COVID-19 pandemic, generated $1.9 trillion in economic output and supported 9.5 million American jobs. Also, in 2019, nearly 80 million international travelers visited the United States and contributed nearly $240 billion to the U.S. economy, making the United States the global leader in revenue from international travel and tourism. As the top services export for the United States that year, travel and tourism generated a $53.4 billion trade surplus and supported 1 million jobs in the United States.

The strategy follows a four-point approach:

• Promoting the United States as a Travel Destination Goal : Leverage existing programs and assets to promote the United States to international visitors and broaden marketing efforts to encourage visitation to underserved communities.
• Facilitating Travel to and Within the United States Goal : Reduce barriers to trade in travel services and make it safer and more efficient for visitors to enter and travel within the United States.
• Ensuring Diverse, Inclusive, and Accessible Tourism Experiences Goal : Extend the benefits of travel and tourism by supporting the development of diverse tourism products, focusing on under-served communities and populations. Address the financial and workplace needs of travel and tourism businesses, supporting destination communities as they grow their tourism economies. Deliver world-class experiences and customer service at federal lands and waters that showcase the nation’s assets while protecting them for future generations.
• Fostering Resilient and Sustainable Travel and Tourism Goal : Reduce travel and tourism’s contributions to climate change and build a travel and tourism sector that is resilient to natural disasters, public health threats, and the impacts of climate change. Build a sustainable sector that integrates protecting natural resources, supporting the tourism economy, and ensuring equitable development.

Travel and Tourism Fast Facts

• The travel and tourism industry supported 9.5 million American jobs through $1.9 trillion of economic activity in 2019. In fact, 1 in every 20 jobs in the United States was either directly or indirectly supported by travel and tourism. These jobs can be found in industries like lodging, food services, arts, entertainment, recreation, transportation, and education.
• Travel and tourism was the top services export for the United States in 2019, generating a $53.4 billion trade surplus.
• The travel and tourism industry was one of the U.S. business sectors hardest hit by the COVID-19 pandemic and subsequent health and travel restrictions, with travel exports decreasing nearly 65% from 2019 to 2020. 
• The decline in travel and tourism contributed heavily to unemployment; leisure and hospitality lost 8.2 million jobs between February and April 2020 alone, accounting for 37% of the decline in overall nonfarm employment during that time. 
• By 2021, the rollout of vaccines and lifting of international and domestic restrictions allowed travel and tourism to begin its recovery. International arrivals to the United States grew to 22.1 million in 2021, up from 19.2 million in 2020. Spending by international visitors also grew, reaching $81.0 billion, or 34 percent of 2019’s total.

More about the Tourism Policy Council and the 2022 National Travel and Tourism Strategy

Created by Congress and chaired by Secretary Raimondo, the Tourism Policy Council (TPC) is the interagency council charged with coordinating national policies and programs relating to travel and tourism. At the direction of Secretary Raimondo, the TPC created a new five-year strategy to focus U.S. government efforts in support of the travel and tourism sector which has been deeply and disproportionately affected by the COVID-19 pandemic.

Read the full strategy here

Tourism Strategic Plan

Tourism is one of the most important elements that can constitute to economic stability for every city.

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In fact, for many regions all around the world, tourism is one of their main sources of financial security. These foreign and local visitors have a massive economic impact on the places they visit. They are a major source of income for a city with a travel destination to boast of. You may also see simple business plan examples .

Tourism Strategic Plan Example

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Developing a Tourism Strategy Plan

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Plus, having these sightseers all year round would mean new job positions available for the community to be able to cater to the arduous needs of making a place homelike for the travelers.

In 2016, Tourism gave an estimated number of 108,741,000 people permanent jobs, and this number rises every year. With all the hotels, resorts, restaurants, bars, and local shops springing up in response to the needs of the crowd, new job positions are created and more money flows into the tourism economy’s pockets. You may also like risk plan examples .

Aside from these numbers, tourism is also a huge help in terms of spreading and preserving the city’s cultures and traditions. Why do people travel?

To see new places and its unique people! Nobody simply goes to a place to bathe in its waters and eat its food. No. They unconsciously take something intangible from it too. Tourists would notice the custom of the people—the way they eat, or the way that they sing and dance, or the way that they speak and interact with each other. You may also check out work plan examples .

Tourists also notice these things. And it is an assurance that they will also take the experiences they’ve had with them when they go back to their own people. This is how you preserve the ways of an ethnicity. By letting other people see and encounter it. Fortunately for all of us, tourism has made this possible and easy. You might be interested in weekly plan examples .

Strategic Tourism Planning Process

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ASEAN Tourism Strategic Plan

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Tourism cannot rely on people and their whims. Which means that a travel destination can’t simply wait for tourists to come to them. What they do is they advertise. They make their name known. They spread the word about the amazing, luxurious vacation time they offer that is so irresistible it makes you squirm in your seat for wanting it too much. You may also see daily plan examples .

But tourist spots cannot simply throw out an advertising pitch and expect people to come running to them in answer. Tourism is a business, and advertising is a marketing strategy. And marketing strategies need to be planned ahead.

What Is Tourism Strategic Planning?

Even if your vacation was heavenlike in perfection and your experience unequaled in bliss, there is nothing innocent and arbitrary about it. Each tiny part of your experience is the product of a systematically organized scheme to make you love the location and the service so that you’d come back more willing to spend money on the place and all the things it can offer to you. You may also like transition plan examples .

Perhaps the place is naturally beautiful, but everything else is set up by businessmen to attract more tourists. This is an objective they have achieved and perfected through a conscientiously obeyed strategic plan.

Before, strategic planning was only used for things that are tangible, things that people can actually see and touch, like the finished product of a shoe factory or the cheesecake of a pastry shop. However, people have discovered that this technique is not only applicable but also very much effective for intangible products such as services, hospitality, and entertainment.

Strategic planning is important in the tourism industry because it keeps them aware of the latest trends that they can incorporate in their services, and also because it helps them learn more tricks on how to make their customers satisfied. Knowledge of these two simple things is considered a strong advantage against competitors, and can allow the management to work smoothly and effectively. You may also check out sales plan examples .

Tourism strategic planning works by identifying and recognizing the customer and his needs and wants, for the purpose of aiming to answer to them. This is the rule by which strategic planning revolves. It’s straightforward, which makes it even more practical and potent especially in the tourism industry. You might be interested in quality plan examples .

Strategic Tourism Development Plan

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Tourism Strategic Plan Goals and Objectives

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In its most basic definition, strategic planning, whether in tourism or not, is a plan of action that can lead an organization to a desired outcome or objective. It is an approach that is especially designed to meet the needs of the management while also taking into consideration their abilities and resources and the opportunities that are available in their field of work. You may also see advertising plan examples .

Strategic planning is an ever-revolving door. It is never stagnant and rarely constant because the market is also a dynamic world and a strategic plan has to keep up with it. This nature of a strategic plan, specifically in the tourism industry, is what makes it efficient. It is always answering the needs of the crowd it caters to while not neglecting the long-term goals they have for their system.

What Is the Importance of Strategic Planning?

1. strategic planning provides an organization with a sense of direction..

Since basically every business field is filled with competitors trying to better each other, being lost while vying against them is not going to be helpful to the success of an organization. A strategic plan can keep this from happening. It can provide a detailed map of where you are versus where you want to be. So if even if you face setbacks that can stray you from your destination, you will have a strategic plan to put you back on track. You may also see daily plan examples .

2. Strategic planning sets goals.

And without goals, an organization will find themselves right where they are years from today. Goals set a company in motion. It encourages them to work and achieve. A goal is the enactment of a company’s mission statement . It defines the very essence of an organization.

3. Strategic planning helps you evaluate your progress.

Sometimes, sales percentage and profit don’t necessarily define an organization’s progress. There are other, many things that can lead up to it. For you to be able to identify them, you would need a concrete record of your organization’s previous performances.

A strategic plan serves this purpose. It is important for an organization to know if their efforts are being fruitful or not so that they can make the necessary adjustments. If their attempts are productive, they can maintain or improve it to gain the same results. If they are not, however, then at least they are aware of it so that they can alter it to have implicit results. You may also check out advertising plan examples .

4. Strategic planning can make responsibilities clear.

The goals set in a strategic plan are not for one person only. Usually, it is for the whole organization to work toward. Which means that people are going to collaborate to make it happen, and the tasks needed to be done will be divided among the members of the organization. These tasks, when clearly stated, can boost the productivity of the members since they can actually see the things that they need to do. You might be interested in job plan examples .

Making their tasks clear and well-understood and their goals defined and cemented can help the constituents of an organization to work more methodically toward the common target.

ABCDs of Tourism Strategic Planning

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5-Year Tourism Strategic Plan

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Creating a Tourism Strategic Plan

1. evaluate your products..

What are the attractions and infrastructures that your tourism destination can offer to its clients and customers? Have they reached international quality already or are they yet to be on that level? Survey the many parts of your business altogether and decide which parts need to be developed and which ones have already reached their highest potential. If you see an opportunity to improve anything, it is important to grab the chance. You may also see event plan examples .

Listen and observe how your patrons react to your services. This is one of the most honest feedback you can receive. Although they may not always be positive and nice, they are always helpful.

Do they like your food? The ambiance of the place? The cleanliness of the location? The general hospitality and friendliness of the crew? Oftentimes, these are the tiny nuances that resound the loudest in the memory of your customers. Design your strategic plan in a way that can address the faults in your facility. You may also like action plan examples .

2. Analyze your strengths.

This is the only factor that you can rely on as you try to amend the shortcomings of your services. Your main resources are your people and their abilities. If you harness them properly, they can be enough to solve any of your present predicaments.

Once you have identified your organization’s problems, decide on how to make them right by assigning the right people to do the job. Proper dissemination is often the only secret to effective management. Knowing the abilities of your members and making them do tasks that are in accordance to their strengths can lead to more productive performances and more effective execution. You may also check out implementation plan examples .

3. Implement your solutions.

Once you identify the issues your organization is concerned about, the next step, as discussed above, is to understand the strengths of your members and assign them to do the tasks that you are assured they can do well in. When these things are through, you can now make the whole organization start implementing the answers to your problems. You might be interested in financial plan examples .

This part is perhaps the most difficult part of writing and realizing a strategic plan because sticking to a plan of action with a group of people you have to handle is difficult work. However, this can be made easier by including into your strategic plan a specific set of steps that you and your group can follow to make the process easier and less daunting-looking. You may also see personal plan examples .

Tourism and Attraction Developmental Plan

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The effectiveness of a tourism strategic planning is based only on two factors: designing it and executing it. Get a clear view of the issues you are facing and design your strategic plan according to it. Afterward, include specific steps that the group can follow to make the journey at least less scary.

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The Strategic Plan for tourism development in Italy

Conceptual works on tourism destination competitiveness affirm the central importance of planning the process of value creation within destination. Italy is an emblematic case of why and how a leading tourism destination may lose competitiveness along the years. Up to the 1980s Italy was in fact the top international tourism destination, but then such ranking gradually decreased, because of more complexity of sector and, over all, because of marginality of tourism in the government agenda and more in general of the country. After years of strategic myopia, Italy finally has a tool that formalizes its vision and indicates the key factors that can be leveraged in order to regain ground. In 2013, Italy adopted a National Strategic Plan. Therefore, this paper aims to describe an important turning point in tourism policies for the economic and cultural development of Italy. The research highlights the problematic areas of Italy’s tourism industry and explains how a new approach should ma...

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Silvia Angeloni

The paper sets out to explore the complexities and potential of Italy’s tourism destination in order to determine how government, firms and civil society can benefit from tourism and avoid its negative impacts. To achieve this aim, the research uses and adapts a theoretical model of destination competitiveness. Results indicate that main problems of Italian destination arise above all from the weakness of National tourism governance. The study highlights that the competitiveness of tourism destination can be improved by shifting from a micro, local level to a macro, national level. Another central question underlying this paper is whether education system in tourism has been adequately represented in destination competitiveness models. The influence of education system on tourism, intended as a key determinant of success in supporting strategies of tourism destination, suggests some directions of further investigation on destination competitiveness

Tourism Management

Muzaffer Uysal

Anuario Turismo y Sociedad 11/2013; XIV:121-147

Gianluca Goffi

Tourism worldwide is becoming increasingly competitive. Competitiveness has been associated in the tourism literature as a critical element for the success of tourism destinations. Particular emphasis is placed on identifying and analysing the various factors that influence the competitiveness of tourism destinations. The paper extends the Richie & Crouch (2000) model and develops a set of indicators that considers the different issues concerning tourism competitiveness. The indicators are focused on the various dimensions of sustainability. The paper offers insights into the model, each determinant has been extensively described. The aim of the paper is to test whether and to what extent the current set of indicators integrated into the present model can help explaining the competitiveness of a tourism destination. The model is tested on a unique dataset of 610 Italian Destinations of Excellence. Principal Component Analysis is applied on the responses to the items measuring destination competitiveness.

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Guido Giovando

International Journal of Tourism Policy

Gianluca Goffi , Marco Cucculelli

The paper operationalises the conceptual model of Richie & Crouch (2000) by identifying seven key determinants and a set of indicators of destination competitiveness. The aim of the paper is to test whether and to what extent the set of indicators can help explaining the competitiveness of a tourism destination. The model is tested on a unique dataset of 610 small Italian destinations. Principal Component Analysis (PCA) is applied on the responses to the items measuring destination competitiveness. The output is reasonably similar to the corresponding elements of the model. PCA shows the importance of those elements related to sustainability that affect tourism policy-making and destination management processes. PCA also highlights the role of the core attractors - natural and cultural resources, events and gastronomy - thus suggesting that different marketing strategies may be implemented to reach different target consumer groups. Finally, the findings indicate that the demand factor needs to be considered in the explanation of tourist destination competitiveness.

Proceedings of the International conference on Tourism (ICOT 2012) Setting the Agenda for Special Interest Tourism: Past Present and Future. Konstantinos Andriotis (Editor)

Tourism destination competitiveness has become a crucial issue in today’s more challenging tourism market. The paper extends Richie and Crouch’s (2000) model and develops a set of indicators that considers the different issues concerning tourism competitiveness. The indicators are focused on the various dimensions of sustainability. The aim of the paper is to test whether and to what extent the current set of indicators integrated into the present model can help explaining the competitiveness of a tourist destination. The model is tested on a unique dataset of 610 Italian Destinations of Excellence. Principal Component Analysis is applied on the responses to the items measuring destination competitiveness.

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Enlightening Tourism: A Pathmaking Journal

Tony O'Rourke

Current Issues in Tourism

The aim of the paper is to provide evidence of causal relationships between attributes of competitiveness and tourism destination competitiveness (TDC) in small and medium destinations (SMDs). A model of destination competitiveness has been developed and integrated with attributes of competitiveness, and then applied to a unique dataset of 370 outstanding Italian SMDs. A principal component analysis and a partial least square regression have been performed to test the model. The use of economic and financial measures as dependent variables, in addition to standard measures of destination performance, allows to investigate the concept of TDC from a wider economic point of view. Empirical evidence reveals that the multidimensionality and relativity of the concept of TDC influence the relationships among predictors and dependent variables. Managerial capabilities, quality of services, and policies aimed at fostering local empowerment are found to be key determinants of the competitiveness of Italian outstanding SMDs.

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• Strategic Plan

The Strategic Tourism Plan 2020 has initiated an intense process of reflection and generation of shared knowledge about tourism in the city and its effects. It has addressed the key challenge of managing tourism in the city by making it compatible with the other needs of the multiple, complex and heterogeneous city that is Barcelona.

The Strategic Tourism Plan 2020 has developed the roadmap for tourism policies for the next 5 years based on seven initial provisions that establish how to design and manage tourism. The seven initial provisions are:

• The co-constitutive relationship of tourism and the city
• From tourism model to tourism city
• From tourist to visitor: widening the tourism spectrum
• Tourism, a collective issue
• The comprehensive management of tourism
• Variable destination geometries
• Sustainability and competitiveness: an unbeatable pairing

The criteria that guided the process of creating the Plan are: 

The result of this process of reflection was the definition of a tourism strategy for Barcelona firmly aimed at guaranteeing the destination’s sustainability, promoting, fostering and demanding responsibility for the actions, practices and activities that make up the city today, shaping the city of the future.

The tourism strategy has been drafted by:

• Defining 5 areas : Governance, Tourism Management, Territorial Strategy, Jobs and Enterprise, and Promotion and Marketing, between them covering 80 strategic challenges .
• Defining 10 strategic programmes detailing 30 lines of action and 100 measures which must respond to strategic challenges:

Full document of the Plan

Informative material

The Plan's 10 strategic programmes are: 

We have a plan for governing toruism collectively

Barcelona receives over 30 million visitors every year, a reality that means moving from a promotional strategy to another that opts for a comprehensive management of tourism, publicly-led and ensuring that tourist policies respond to the general interests of the city

Tourism requires a cross-cutting approach and a diverse range of tools, projects and players involved; coordinating and involving them are key to guaranteeing that the goals proposed under the Strategic Tourism Plan for 2020 can be achieved.

Given the global challenges that tourism raises, we in Barcelona wish to strengthen our ties with other cities and destinations, to share experiences and embark on collective projects that enable us to tackle these challenges.

We have a plan for generating and disseminating knowledge

Knowledge in the field of urban tourism is essential for managing and taking decisions. We in Barcelona are only too aware of its importance. Considerable effort has been made to generate and publish a diverse range of information on tourist activities and studies have been conducted analysing economic impact, tourist profiles and public perceptions of tourism, among other things.

This knowledge needs broadening on issues such as environmental costs and quality of jobs in the sector, and the public has to be provided with better information on tourism. The Tourism Observatory will be coordinating and spearheading this research.

Destination Barcelona

We have a plan for promoting the destination's sustainability

Sustainability is a crucial element for destination Barcelona, a goal that also aims to guarantee the competitiveness of tourist activities, to avoid jeopardising the destination's future, to improve the quality of urban life and to manage the impact of tourist activity, ensuring social return and the territory’s development.

The Strategic Plan understands sustainability from a broad perspective: social, economic and environmental, setting out a dynamic, welcoming, innovative and desirable destination on a metropolitan scale. Promotion tools, conceived as another management element, have to respond to these goals.

We have a plan for managing tourist mobility

Tourist uses of mobility, along with tourist accommodation and attractions, are one of the key aspects we propose to tackle.

We need to know our visitors’ reasons for staying here, their journeys’ seasonal variations and duration, the means of transport they use and their most frequent itineraries, so we can rethink, manage and regulate the specific practices of tourist mobility. The plan aims to put special emphasis on knowledge and managing mobility in crowded spaces such as Sagrada Família and Park Güell.

Accomodation

We have a plan to ensure responsible tourist accomodation

Barcelona has recorded a sharp increase in tourist accommodation offers over the last few years and the sudden appearance of new types, raising new challenges for planning. The plan provides for the launching of strategies that ensure tourist accommodation has a better relationship with its environment, promote its social and environmental responsibility and highlight good practices.

Approved under the framework of this strategy, the Special Urban Development Plan for Tourist Accommodation (PEUAT) continues to ensure social and economic balance in areas with greater tourist pressure while putting the priority on maintaining and attracting the resident population and preventing tourist accommodation from replacing the residential use of properties.

It also provides for active policies for fighting illegality, in collaboration with websites offering tourist accommodation, as well as the creation of a mediation service to help local residents and tourists staying in local accommodation live side by side.

Managing Spaces

We have a plan for ensuring an urban balance

Tourist activities make intensive use of certain places and neighbourhoods in the city and this has to be reconciled with the city’s ongoing, everyday life.

These areas will see the implementation of a series of measures and tools agreed to between all the public and private players, who will intervene to reduce the pressure created by large numbers of visitors and maintain the local commercial network. Policies will be implemented to counteract pressure on the property market.

We will be generating a new stable management model for crowded spaces which applies improvements agreed to between the various parties and creates wealth that is fairly and sustainably distributed.

Economic Development

We have a plan for redistributing the benefits of tourism

Ensuring the redistribution of the wealth brought by tourism for the entire population is one of the goals of the Strategic Plan. If we are to achieve that we need to take advantage of the developmental potential of tourism as a lever for launching other economic sectors, helping to strengthen the territory’s production network and integrating tourist activities into local economic development.

Initiatives are also needed for ensuring quality, inclusive, innovative and competitive jobs in the tourist sector, such as promoting establishments that create stable work conditions or launching initiatives for training and providing qualifications for the professionals providing services to the tourist industry.

Communication and Welcome

We have a plan to make communication a key tourism-management tool

Tourists coming to Barcelona do so largely because of the way we show them the city and its attractions. Having a good communication strategy is essential if we are to make tourism a sustainable and responsible activity that involves residents and visitors alike.

We need to expand our narratives on destination Barcelona, making them more diverse and dynamic in order to open up the range of possibilities for visitors beyond the city's crowd-pulling icons. We also need to coordinate the city’s tourist-communication tools, so that they respond to the goal of ensuring a sustainable destination.

The plan aims to have an impact on the information tourists receive before their stay in the city and to strengthen exchange channels before, during and after their stay.

Taxes and funding

We have a plan for compensating the impact that tourism has

What does tourism cost Barcelona? What economic benefits does it entail? The balance between costs and benefits has to be calculated and analysed if we are to know what expense tourism represents out of the municipal coffers and what activities create more or less income and expenditure.

The plan provides for designing a tourist-tax investment and funding plan, exploring other tax measures as management tools and taxing activities that cause more externalities and which affect daily life in the city: intense use of public space, property pressure, environmental impact, among other things. In short, this is about having more planning tools at our disposal that also ensure a fairer redistribution.

Regulation and planning

We have a plan for the regulations to safeguard the right to the city

The plan strengthens resources for inspecting and pursuing illegality, especially in the realm of accommodation, and provides for reviewing urban-planning tools to tackle the effects of tourist activities on the city, from metropolitan to neighbourhood scales.

The last few years have seen the rise of completely new phenomena linked to the city’s tourists uses, which current byelaws do not cover. That is why they need to be changed and new ones established where needed, such as economic activities in spaces with greater volumes of visitors or unregulated offers of accommodation.

• 2022 Evaluation of the Strategic Tourism Plan 2020 Evaluation of the Strategic Tourism Plan 2020
• 2021 Tourism Marketing Strategy for Destination Barcelona (EMTDB) Strategy
• 2019 Situation, characteristics and effects of work in the tourism sector Report (CAT)
• 2017 Tourist Mobility Strategy in Barcelona Report (CAT) Government measure (CAT) Addendum 1 (CAT) Addendum 2 (CAT) Addendum 3
• 2017 Strategic Plan for Tourism 2020 Strategic Plan Strategic Diagnosis Proposals for action (CAT) Executive Summary
• 2015 Strategic Plan for Tourism 2010-2015: Evaluation of the Programme of Action Evaluation report (CAT)
• 2015 Boost to the participation process on Barcelona's tourism model Government measure

Nashville tourism leaders unveiled a new strategic vision. How it could change downtown

Nashville's tourism industry could soon look quite different thanks to a newly proposed plan from the city's tourism leaders.

"The Music City Strategic Plan," released on Thursday and co-chaired by Deana Ivey of the Nashville Convention and Visitors Corp . and Colin Reed of Ryman Hospitality Properties , outlines industry changes, improvements and other recommendations that aim to successfully spearhead Nashville as an industry leader in the upcoming years.

For example, the report proposes relocating two of the city's biggest annual attractions , "Let Freedom Sing! Music City July 4th" and "Nashville's Big Bash New Year's Eve" to the East Bank, the future home of the new and improved Nissan Stadium . Other proposed relocations include the Live on the Green music festival, the Nashville Hot Chicken Festival and Oktoberfest. Additionally, the city is eyeing hosting the Grammy Awards and a Super Bowl .

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According to the report, the number of visitors in Davidson County has grown steadily in recent years. In 2018, 12,603,962 people visited the area. In 2023, that figure increased by nearly 3 million. But while the city has reaped the cultural and financial benefits of hundreds of thousands of tourists descending upon the city annually, Nashville and its locals have also had to deal with accompanying crime and safety concerns .

"We have a great destination, but we also need to take care of it," said Deana Ivey, president and CEO of the Nashville Convention and Visitors Corp. "And we want to make sure that growth continues. The plan is our roadmap to tell us what we need to take care of."

Mayor Freddie O'Connell praised the extensive study by tourism leaders.

"I’m grateful to everyone who put work into this strategic guide because we know tourism is a critical piece of our economy, and this work helps Nashville put its best foot forward for residents and visitors alike," O'Connell said.

Here are the plan's eight priorities.

Improving the experience and reputation of Downtown Nashville

The report pinpoints overconsumption, overcrowding, and noise pollution as a threat to Nashville's reputation as a "warm, welcoming city." Recent efforts to mitigate the concerns include improving Downtown lighting, installing surveillance cameras, implementing a rigorous cleaning schedule and more.

Ongoing efforts include:

• Refining the right-of-way vending ordinance to improve the pedestrian experience on the street.
• Advocating for a dedicated noise enforcement unit to ensure compliance with existing noise ordinances for buildings, vehicles, and vendors on private property.
• Activating Downtown Parks in a way that best serves residents and guests with a focus on local engagement.
• Explore implementing a Street Performer Program that permits live music in dedicated areas to enhance the downtown experience.
• Support private initiatives with downtown establishments to improve bar line management, SAFE Bar Program compliance and scooter and e-bike corrals.

Tourism officials also plan to launch a campaign which promotes the "Nashville way" which would call on bars to enforce better protocols, address raucous behaviour, and encourage other actions which would "help fix what is wrong on Lower Broadway." The campaign targets celebrities with namesake bars as potential partners.

Improving and supporting public safety efforts citywide

Public safety remains the top priority for visitors, read the report. In an effort to prioritize safety and reduce crime, tourism officials proposed allocating local and state resources to the following:

• Increasing the number of MNPD public safety officers.
• Increasing MNPD wages to national levels.
• Curbing disorder Downtown.
• Supporting MNPD in their efforts to reduce gun thefts from vehicles.
• Foster community partnerships with MNPD.

Developing a robust pipeline of job seekers and pushing for transportation improvements

While Nashville's hospitality industry has grown alongside the city, hospitality workers, like most Nashvillians, deal with a lack of affordable housing and public transportation.

Industry leaders plan to address challenges with a three part strategy which includes supporting hospitality workforce development, making affordable housing more available to hospitality workers and increasing the offerings, reach and appeal of public transportation.

Leaders aim to accomplish their goals by standardizing high school hospitality program curricula across Nashville, engaging local college and university hospitality programs to recruit employees and offer on-the-job training opportunities, supporting affordable housing and transportation access on the East Bank, increasing the number of public transportation stops and locations, exploring rideshare and shuttle options and more.

Fostering increased, local support for Nashville's tourism industry

Hospitality is the second largest industry in Nashville and Tennessee, directly employing over 70,000 people. The report states that despite benefits, the industry has had to bear the brunt of many resident's frustrations with the challenges that come along with growth.

Tourism officials propose a campaign highlighting the positive impacts of the industry which would hopefully alleviate those frustrations. Goals of the campaign include broadening the core message of the benefits of tourism, emphasizing personal and emotional connections to hospitality, ensuring messages reach broad and diverse audiences, enlisting diverse communicators to deliver said messages, and communicating across multiple platforms.

A focus on international tourism

More than a national destination, Music City has become an international destination, welcoming visitors from almost every corner of the globe. Tourism leaders aim to make Nashville a more welcoming, inclusive environment by marketing to international visitors and creating a better overall experience.

Officials aim to reach said goals by nurturing relationships with Nashville's sister cities and consulates, increasing direct airlift to and from Nashville International Airport, working together with the Tennessee Department of Tourism, partnering with popular travel apps, providing free Wi-Fi connectivity citywide and more.

Embracing family-friendly programming at the city's newest venues

While Lower Broadway may not be the most family friendly setting after-hours and on weekends, Nashville offers plenty of other family-friendly outings and venues. The East Bank, currently under redevelopment, plans to be a tremendous cultural center and will host multiple events suited for people of all ages.

Tourism officials plan on focusing on the following when evaluating potential new events:

• Creating large, family-friendly outdoor spaces for local and national events.
• Attracting world-class, family-friendly, diverse, and locally appealing events.
• Maximizing the riverfront's potential to offer residents and tourists new recreational opportunities.
• Working with state and local governments to achieve goals.

Marketing Nashville's diverse cultural offerings and developing new cultural assets

Tourism officials recognize that not all Nashville communities have benefited equally from the city's immense growth. In the report, industry leaders vowed to promote broader community participation while expanding offerings to attract diverse visitors and benefit underrepresented communities.

Focus areas include expanding Nashville's offerings to include more diverse music and entertainment events, increasing promotion and mentorship for minority-owned businesses as well as branding and promoting Nashville's culturally diverse communities.

Hospitality leaders to work with Metro and state

Finally, tourism leaders plan to work together with city and state officials to drive meaningful change in a variety of areas, for example economic development and legislative priorities.

By establishing the Music City Local Host Committee , hospitality leaders aim to demonstrate their value to the city. The committee will have the responsibility of attracting major events and raising the funding for the new Nissan Stadium and will also serve as a body of economic counselors to city and state leaders in evaluating critical new development projects or legislative priorities.

Committee leaders include former Governor Bill Haslam, country music artist Eric Church, Chairman of Ingram Industries John Ingram, and others.

Diana Leyva covers trending news and service journalism for The Tennessean. Contact her at [email protected] or follow her on X, the platform formerly known as Twitter, at @_leyvadiana

This article originally appeared on Nashville Tennessean: Nashville tourism leaders unveiled a new strategic vision. How it could change downtown

Nashville tourism leaders unveil bold plan to manage rapid growth with safety

• Colin Reed of Ryman Hospitality Properties and Deana Ivey of the Nashville Convention and Visitors Corp. co-chaired the strategic planning group.
• The plan focuses on Nashville's reputation, public safety and the financial impact of the tourism industry.
• The city's tourism industry is expected to continue to grow quickly over the next decade.

Nashville needs to undergo big changes to get its house ready for more visitors over the next decade and to maintain Music City's ascent, according to a sweeping new long-term strategy from its chief tourism executives.

"The Music City Strategic Plan," released to The Tennessean Thursday morning, calls on Metro Nashville to increase policing, asks bar owners to deter raucous behavior and challenges hospitality industry leaders to show support for improvements, among other recommendations.

"We have a great destination, but we also need to take care of it," said Deana Ivey, the president and CEO of the Nashville Convention and Visitors Corp. "And we want to make sure that growth continues. The plan is our roadmap to tell us what we need to take care of."

The report says Nashville's reputation is threatened by "alcohol overconsumption, drug use and brawling," among other concerns.

Facing the challenges of ever-growing Music City tourism

It outlines eight objectives to push back on the problems and create several advisory groups and marketing campaigns to move the recommendations forward.

Learn more: Best travel insurance

Ivey co-chaired the report's strategic-planning groups with Colin Reed, executive chairman of Ryman Hospitality Properties, operator of some of Nashville's most famous brands including Opryland. Dozens of downtown business leaders took a hard look at the city to help develop the plan — from Garth Brooks' honky-tonk partner Max Goldberg and Metro Planning Director Lucy Kempf, to Titans President Burke Nihill and Fifth Third Bank executive Kevin Lavender.

"I think it tells a really powerful story about where we are as a city, how fragile and important this music-based entertainment is, and how the global growth is taking place as these artists are connecting with consumers all across the planet," Reed said. "And how this will stimulate future growth in this wonderful town."

The group has been meeting since late 2022 to address the biggest challenges facing Nashville's tourism industry. Their plan comes the same week as the Davidson County Medical Examiner's office released Riley Strain's autopsy report , revealing the 22-year-old visiting college student's excessive alcohol intoxication contributed to his accidental drowning after he left friends on Lower Broadway on March 8.

The tourism report found that: "A thriving hub in the heart of Nashville, the Downtown Tourism District has faced considerable challenges recently. Current issues on Broadway, such as overconsumption, overcrowding, and noise pollution, damage Nashville’s reputation as a warm, welcoming city."

It calls for more Metro Nashville police officers, added family-friendly attractions and, among other things, creates a Music City Local Host Committee of hospitality CEOs to attract big events, advise government leaders and raise private funds for events at the new Nissan Stadium.

The strategic plan is backed by some of the most influential voices in Nashville's hospitality industry. In the working group were leaders representing organizations like the Nashville Downtown Partnership, the Nashville International Airport, the Country Music Association and Vanderbilt University Medical Center.

Uniting state, local politicians around tourism growth

Tensions reached a fever pitch last year between Nashville's Democratic-leaning political leaders and Tennessee's Republican elected officials.

After Metro Nashville Council members rejected a bid for the 2024 Republican National Convention in 2022, state leaders lashed out against what they said was bad local fiscal management. Last year, state officials attempted to take over the Metro Nashville Airport Authority Board of Commissioners and sought to cut the number of Metro Council members from 40 to 20 .

Reed said the simmering tension is bad for tourism.

"We’re going to be sitting down with state leadership to present the impact of our industry. I’m hopeful we can have a calming effect," Reed said. "It’s about the education of these folks so they truly understand the power of this industry and where it is going."

Ivey said improving the experience for tourists downtown and maintaining Nashville's positive reputation is a top priority.

"If we don’t take care of our business and keep the city safe and clean, all that can go away," Ivey said. "It can go away quickly and the spigot could be turned off. That would be a real problem for this city."

They proposed new marketing campaigns highlighting the positive while also encouraging hospitality leaders to do more to curb the problems.

The city saw a record 16.8 million visitors in 2023 , and direct visitor spending amounted to $10.56 billion, up 6% from the year prior. The hospitality industry employs more than 70,000 people locally.

That's a dramatically different picture than just a decade ago.

"We’ve evolved," Reed said. "The things we are thinking about today as an industry are very different from the things we thought about a decade ago."

Moderate projections show that, within a decade, the number of tourists visiting Nashville could swell to more than 20 million people a year. Those tourists would leave behind hundreds of millions of dollars in tax revenues for Davidson County and the state of Tennessee, according to the report. Annual direct visitor spending could reach as high as $20 billion in 2034 if the growth of tourism keeps its current historic pace.

Growth in the hotel industry has also soared, resulting in increased revenue from the city's lodging taxes. The most aggressive revenue growth has come from the hotel occupancy tax, which has soared more than 262% over the past decade.

Hotel room supply has grown 59% since 2013, and more than 13,000 hotel rooms are currently in various stages of development , in addition to the approximately 40,000 that already exist.

Beyond downtown: Spreading the wealth with new housing, transit

While downtown's Lower Broadway is the most concentrated tourism hub, Nashville's distinct neighborhoods are increasingly on the list for visitors.

Neighborhoods like East Nashville, Germantown and the Gulch are especially popular for repeat visitors, and areas outside of downtown are noticed for their culturally diverse businesses and attractions.

That's why the strategic plan recommends the expansion of family-friendly attractions and increased support for Nashville's racially and ethnically diverse business owners.

"I think people misunderstand, or they assume, that the only tourism that is here are the people who are drinking on Broadway," Ivey said. "They don’t realize that there are visitors throughout all the neighborhoods."

Attracting a growing number of international tourists is a key priority as well. The report recommends additional global marketing focused on "ensuring an authentic and welcoming Nashville experience."

Reed said when it comes to supporting city-led efforts to expand access to public transportation and affordable housing , some of the dozens of hospitality leaders who contributed to the plan should be willing to throw support to the work.

"I’m very hopeful that these people will be supporting initiatives from elected officials," Reed said.

The report itself stresses the importance of robust attainable housing near the downtown core for the city's hospitality workers and creative community who work near downtown every day.

"We are pleased to hear that Mayor O’Connell will be proposing a transit initiative in 2024 and the industry will look forward to doing its part to advocate for greater investment in affordable public (transportation) for the benefit of our workforce and our visitors," the report says.

Reducing crime and improving the city's reputation

While overall crime only rose 1% from 2019 to 2022, violent crime jumped from 21% to 25% — mostly in areas frequented by tourists, the report states.

"We must combat a mentality that 'tourism at all costs' is healthy for our city’s growth and progress," says the report.

Solutions proposed are more security cameras, better street lighting, stricter rules for vendors and training for hospitality workers to help sexual assault victims and to intervene in dangerous situations , among others.

And it argues police staffing and pay, which starts at $45,000, should be increased.

"MNPD currently is roughly 200 officers short of budgeted officer staffing levels, the minimum headcount necessary for effective performance," the report states. "MNPD is struggling to attract, recruit, and retain police officers. This pay scale is problematic in a city experiencing significant cost of living increases. According to one analysis performed in 2022, the average compensation for the MNPD ranks ninth among police departments in Tennessee."

While downtown Nashville's problematic reputation is based in some fact, the area gets a bad rap considering its outsized economic contribution to the county, the report says.

"Hospitality is the second largest industry in Nashville and Tennessee, directly employing more than 70,000 residents," states the report. "Music City’s reputation, major events and new state-of-the-art hospitality assets are sources of pride and enjoyment for Nashvillians."

The report recommends a "communications campaign" focused on the hospitality industry's large economic impact and highlighting its community assets like restaurants, sports arenas and concert venues.

"Despite these benefits, in recent years, many residents have blamed the tourism industry solely for the angst many feel due to the city’s recent growth challenges," it states.

40 Facts About Elektrostal

Written by Lanette Mayes

Modified & Updated: 01 Jun 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy , materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes , offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development .

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy , with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Elektrostal's fascinating history, vibrant culture, and promising future make it a city worth exploring. For more captivating facts about cities around the world, discover the unique characteristics that define each city . Uncover the hidden gems of Moscow Oblast through our in-depth look at Kolomna. Lastly, dive into the rich industrial heritage of Teesside, a thriving industrial center with its own story to tell.

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