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What have we discovered about this theme? |
General Findings
Competition in tourism is intense: It is global and yet may come from the town next door. Small towns can benefit, however, from working together to promote a broader tourism appeal or vision. It is equally important for the tourism businesses of the towns to be fully involved and to take a lead, rather than rely on external agencies. Local strategies and action plans should be developed and should flow from national and regional ones, with achievable targets. Overly ambitious action plans can be self-defeating and sometimes even quite small improvements can have lasting benefits: So, the ability to deliver an action plan should be considered carefully and realistically.
Such strategies require acceptance within the community making consultation and agreement important. Different sectors, for example communities or businesses, can make valid and important contributions towards the development of tourism. This may be improved by targeted support from agencies and organisations to help these volunteers develop skills, unlock financial backing and develop greater confidence. There will be limitations on time however, that volunteers can dedicate to projects and this may restrict actions, create ‘volunteer fatigue’, or mean some organisational support is needed over the medium-term.
All of the towns involved displayed a strong sense of civic pride and sense of belonging amongst their residents (See ‘Identity’ component). This related to the history and traditions of each town, as well as the setting and environment. It was demonstrated by some groups helping to improve the presentation of their towns and others providing events for residents and visitors alike. Celebrating heritage and cultural traditions helps to emphasise the unique elements of each town.
Sustainable tourism development guidelines and management practices are applicable to all forms of tourism and in all types of destinations. A suitable balance must be established to guarantee its long-term sustainability (see ‘Long Term Planning’ component). Sustainable tourism development requires the informed participation of all relevant stakeholders, as well as strong political leadership to ensure wide participation and consensus building (see ‘Community Engagement’ component). Achieving sustainable tourism is a continuous process.
However in tourism, jobs can be poorly paid and carry fewer career prospects in some countries and dependence on migrant labour in some areas, which creates challenges for the communities and businesses involved (see ‘Jobs and Employment’ component). Pressures can be created between the needs of the visitors and residents (see ‘Housing’ and ‘Environmental Quality’ components). An example is seen in congested town centres or difficulties accessing services like leisure facilities (see ‘Town Centre Management’, and ‘Community Safety and Facilities’ components).
Essential Aspects
Towns need to establish their particular niche in tourism and consult widely on a strategy and plan for its development that works for each town. The involvement of local tourism businesses is essential and every resident is a potential ambassador for his or her town. So, it needs to be recognized that tourism is everybody’s business.
The objective of any tourism development should be on giving the visitor an excellent experience by setting high standards of quality for all work, activities or service provided. By doing so, the tourist will be encouraged to return and to promote a positive image to other potential visitors. Regularly asking tourists and local businesses and people about their experiences will confirm if objectives are being met or if actions need to be changed.
Sustainable and high quality principles should be actively followed and encouraged in all aspects of tourism and should extend to establishing sustainable sources of income that will ensure future projects can be delivered.
Other aspects to consider include:
- Understand the existing market, segments and trends (for both internal/external customers) and who the customer is and what he wants now and in the future. Use tourism surveys, research information proactively not just reactively.
- Know what your town’s tourism niche is – what specialist experience do you offer? Promote your own brand.
- Focus activities on where the research indicates best returns.
- Recognise what you are not appropriate for and do SWOT reports if not already done. Use and stick to an action plan
- Establish working groups that will widen the involvement of others, skill up volunteers, empower them for decision-making and with management of resources, encourage organisational development and high quality management practices. Customer service and tourism are everybody's business
- Consult on and agree a strategy and tell people about it.
- Work with economic development agencies not against them. Fit with area-wide and national tourism strategies.
- Work to a masterplan and SMART targets
- Set standards and measure achievement/performance
- Audit products and establish and execute development programme
- Audit marketing and promotion and establish improvements and programme, close any gaps
- Audit skills and standards and set in place improvement programme for training and development
- Identify and exploit potential income that will help future viability
- Promote across a range whether standards improvement, town and its area, community contacts, successes stories
- Focus development on establishing sustainable groups that can deliver long-term, rather than on just frontline, projects that may not outlast the agency and its funding
- Lobby/negotiate using evidence for the resources to do the job properly
- Identify obstacles or problems and deal with them – do not ignore them.
- Monitor projects closely and always evaluate and record achievements and learning points
- Tell people how well you are doing and the benefits being gained so that they feel part of the success
- Speak to your visitors and get constructive feedback from them.
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