Organizational Structure of Tourism National Tourism Organization –State tourism secretariat...
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![Page 1: Organizational Structure of Tourism National Tourism Organization –State tourism secretariat –Government agency within larger department –Quasi-public.](https://reader036.fdocuments.net/reader036/viewer/2022082417/56649da15503460f94a8d4df/html5/thumbnails/1.jpg)
Organizational Structure of Tourism
• National Tourism Organization– State tourism secretariat– Government agency within larger department– Quasi-public tourism agency– Private industry model
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NTO’s Mission
• Increase employment• Stimulate investment• Improve standard of living• Maximize foreign exchange• Promote sustainable tourism development• Preserve natural areas through tourism• Protect and preserve cultural heritage• Develop social impact assessment models• Maximize social benefits through increased tourism
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Government Role in Development
• Active – Own businesses – Tax incentive– Other legislation
• Passive– Indirect through legislation passed for another
purpose– Land management practices
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Regionalization
• Combines resources for more effective development
• Increase marketing effectiveness (Mississippi Valley Partners)
• Establish and Identity and Image
• Bring public and private interests together
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Types of Regional Organizations
• Public
• Private
• Quasi public
• Product specific
• Multi-state or Multi-city
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Funding
• Room Tax• Membership dues• Attraction taxes• Food and Drink• Entertainment (gambling)• Special use (sporting goods)• Airline (departure, visa)• Gas taxes
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Community Level
• CVB
• Chamber
• DMO
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Reasons for Community Organization
• Accepting Change
• Resource Analysis
• Community Awareness
• Industrial Legitimacy
• Opportunity Recognition
• Cooperation, Communication and Compromise
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What should a community organization do?
• Budget and Finance
• Communication
• Education and Training
• Research and Data Collection
• Promotion
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DMO Outputs
• Inventory Analysis• Visitor Profiles• Establish Use zones
– Delineate distinctive features– Plot critical zones– Establish use objectives– Formulate an Action Plan– Initiate Limits of Acceptable Change Process