Tourism Strategy
	Since the 1990's, the importance of planning for tourism, both strategically and through practical destination management, has risen up the public policy agenda. It is increasingly accepted that there is much truth in the adage that 'to fail to plan is to plan to fail' and, whatever field or activity we are engaged in, success is more likely to be achieved with an agreed objective at the outset. A planned, structured approach is particular beneficial in the case of tourism, which is a highly fragmented industry. There is also a compelling case for a local tourism strategy in drawing together all the key players in a destination. Local tourism strategies are not, of course, drafted in a political vacuum. Since the early 1990's, a series of important reports on how to plan sustainability for tourism have helped to guide destination managers preparing tourism strategies. The clear message from these wide ranging policy statements is that successful, sustainable tourism should be underpinned by a clear tourism strategy for the destination. The advise in these documents provides solid foundations for good practice and have been used to create a general model for local tourism strategies, a model that can be divided up into the process of preparation and the content of a strategy. The process requires: background research and review; working with industry stakeholders; addressing positive and negative impacts; taking into account the four key areas in which impacts are felt ­ the economy, the environment, the community and visitors; checking for sustainability; consulting widely on the proposed strategy; and taking the opportunity to raise awareness about tourism in the local community. The content of the strategy should include: a market / destination assessment; linked policies and proposals for a comprehensive range of issues, including attractions, transport, marketing, conservation, quality, information, staff training, product development, land use planning and 'tourism for all' in an integrated destination management approach; proposals for implementation and action by individuals and partnerships; taking a long term view; and a framework for monitoring and review. The above model provides some advice on how a strategy should be approached, in terms of both process and content. A rigorous approach to the process is not an optional extra, but rather an essential component of any move towards greater sustainability of tourism. Local authorities may be able to carry out the often-complex work without resorting to consultants. However, it is important to be clear about the resources that will be required ­ about 250 hours of Council officer time in small district areas and up to 1,000 hours for larger tourist destinations ­ and ensure that there is full support from all key local authority departments. Equally, it is important to ensure that the effort needed to engage local interests, especially residents, is properly understood ­ proper participation absorbs time and money and must be planned and budgeted for.	Destination Planning Tourism & Leisure Marketing Attraction & Facility Development Feasibility Analysis & Business Planning Operational Advice Tourism & Leisure Strategies Cultural Strategies & Best Value