tourism master plan

City of Los Angeles Tourism Master Plan

The Los Angeles City Tourism Department (CTD) recently completed a Tourism Master Plan that will help the City enhance both the visitor experience and the quality of life of local residents and businesses. CTD is now leading the implementation of the plan.

Read or download the full  Tourism Master Plan  or two-page summary .

This Tourism Master Plan creates a strategic vision that identifies a path for sustainable growth of tourism in the City. CTD engaged the international destination strategy experts at  Resonance Consultancy  to create this destination management plan, and it was crafted in partnership with industry stakeholders and the local community through interviews, meetings, events and surveys. The plan analyzes data from competing cities; advises on gaps in our infrastructure, products and services; suggests changes and investments; and creates implementation plans for long-term action and results.

Read the Recommendations:

To realize this vision for LA, the TMP provides 22 recommendations in 7 strategic areas of focus:

1.1  Create and Implement a Sustainable Tourism Program for Los Angeles

1.2  Engage and Monitor Resident Sentiment Towards Tourism

1.3  Prepare a Crisis Management Plan

2.1 Support the Expansion of the Los Angeles Convention Center

2.2 Support a New Hollywood Visitor Center and Scenic Aerial Tramway or Gondola to the Hollywood Sign

2.3 Support the Hollywood Walk of Fame Master Plan

2.4 Increase Neighborhood Tourism Development

3.1 Develop and Position Los Angeles as a Leading Destination for Sports Tourism

3.2 Develop and Position Los Angeles as a Leading Center for Creative Tourism

3.3 Develop and Position Los Angeles as a Leading Culinary Destination

3.4 Develop and Manage a Citywide Festival and Events Strategy

3.5 Celebrate and Promote LA’s Rich Cultural Diversity

4.1 Increase Short-Term Rental Collaboration

4.2 Identify and Advocate for New Hotel Development Opportunities

4.3 Monitor and Improve Visitor Satisfaction with Current Hotel Accommodations

5.1 Reduce Usage of Cars by Visitors to the City

5.2 Support the Redevelopment of Los Angeles International Airport

6.1 Research and Monitor Visitor Behavior

6.2 Communicate and Inform Visitors

6.3 Modernize and Improve Wayfinding

7.1 Establish Los Angeles Tourism Cabinet and Chief Tourism Officer

7.2 Improve Regional Cooperation

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A Vision for Little Rock’s Tourism Economy

Tourism master plan.

What does the future of tourism in Little Rock look like? What can we do today to ensure that tomorrow’s tourism industry is strong? How can we use the best attributes of Little Rock to strengthen our community for the decade to come?

As Little Rock’s official destination marketing organization, those are the questions the Little Rock Convention & Visitors Bureau set out to answer. This document – our Tourism Master Plan – holds the answers. The future vision outlined in these pages was created by members of the tourism industry, the community and the Little Rock Convention & Visitors Bureau to prepare Little Rock for a future of growth, success, and sustainability.

The goal of this Tourism Master Plan is to combine a vision for the future with actionable strategies to build a roadmap for Little Rock’s tourism industry over the next 10 years. The process of building this plan began in late 2021 in the shadow of the COVID-19 pandemic, an event that caused catastrophic business interruption to the hospitality and tourism industries across the globe. Leadership at the Little Rock Convention & Visitors Bureau saw this interruption as an opportunity to plan and optimize the organization for the post-pandemic future. The Little Rock Convention & Visitors Bureau hired JLL’s Global Tourism and Destination Advisory practice to facilitate the plan.

Together, JLL and the Little Rock Convention & Visitors Bureau worked to reach into the community, listening to and learning from residents and stakeholders, conducting extensive market research interviews, and outlining a series of prioritized recommendations that, once enacted, will grow Little Rock’s tourism industry while also strengthening the Little Rock Convention & Visitors Bureau’s position within the community and among its partners as an economic leader.

The COVID-19 pandemic made clear that the health of Little Rock’s tourism and hospitality industries are intrinsically linked to the city’s greater prosperity, and it is the Little Rock Convention & Visitors Bureau’s goal that, through the completion of this Tourism Master Plan, it will emerge as an even stronger strategic partner in the advocacy, growth, and vision for these industries in Little Rock for decades to come.

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Destination master plans.

A tourism master plan is the roadmap for destination success. It is a crucial first step that will address three important questions: “Where are we?” “Where do we want to go?” “How do we get there?”

Learn more about our services

Introduction

What to Expect?

WTFI’s goal is to contribute to improving the destinations’ profitability and their long-term sustainability through innovative tourism master plans, improving their competitiveness, creating partnerships and engages the public and private sectors to encourage their participation and commitment to achieve a shared vision for the destination. The master planning process will secure local buy-in, define the actionable steps needed to achieve common goals, and provide you with the ability to track results and adapt to.

At the end of our comprehensive process, destinations will have a 5-10 year strategic vision, strategy, and action plan for developing tourism in a sustainable manner for the benefit of local residents, investors, and tourism operators.

Catalyst for urban and rural regeneration

Tourism is now commonly viewed not only as a major source of employment, but also as a tool for conservation and a catalyst for urban and rural regeneration. WTFI assists destinations approach this fragmented industry through undertaking a strategic tourism master plan.

Prof. Ian Ritchie | Director of Product Development

Core Values

• • Destination Assessment
• • Destination Vision
• • Focus on Demand
• • Visitation Goals and Sales Targets
• • Product Development Action Plan
• • Marketing Goals and Opportunities
• • Monitoring and Evaluation Plan

Destination Assessment  – A comprehensive assessment of the destination brand, attractions, product quality, and a thorough assessment of tourism’s enabling environment and policies 

Destination Vision  – A shared view of the destination’s desired qualities in the long-term

Focus on Demand  – Analysis of visitation levels and travel habits to and within the destination among important niche traveler segments

Visitation Goals and Sales Targets  – Targets for visitor arrivals in the short-term and long-term delineated by visitor profile

Product Development Action Plan  – Approach for the creation or improvement of tours, lodging, attractions, events, and visitor services that can enhance the visitor experience. Includes opportunities to attract investment

Marketing Goals and Opportunities  – Strategies to increase awareness among target markets, driving sales, and reaching visitation goals

Monitoring and Evaluation Plan  – Key performance indicators with time bound targets and a methodology to collect the data to analyze the success of all destination initiatives

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Master Plan

A tourism master plan is the roadmap for destination success. It is a crucial first step that will address three important questions: “Where are we?” “Where do we want to go?” “How do we get there?”

Destination Master Plans

”Tourism is now commonly viewed not only as a major source of employment, but also as a tool for conservation and a catalyst for urban and rural regeneration. World Tourism Forum assists destinations approach this fragmented industry through undertaking a strategic tourism master plan.”

World Tourism Forum’s goal is to contribute to improving the destinations’ profitability and their long-term sustainability through innovative tourism master plans, improving their competitiveness, creating partnerships and engages the public and private sectors to encourage their participation and commitment to achieve a shared vision for the destination. The master planning process will secure local buy-in, define the actionable steps needed to achieve common goals, and provide you with the ability to track results and adapt to.

At the end of our comprehensive process, destinations will have a 5-year strategic vision, strategy, and action plan for developing tourism in a sustainable manner for the benefit of local residents, investors, and tourism operators.

What to Expect

Destination Assessment  – A comprehensive assessment of the destination brand, attractions, product quality, and a thorough assessment of tourism’s enabling environment and policies

Destination Vision  – A shared view of the destination’s desired qualities in the long-term

Focus on Demand  – Analysis of visitation levels and travel habits to and within the destination among important niche traveler segments

Visitation Goals and Sales Targets  – Targets for visitor arrivals in the short-term and long-term delineated by visitor profile

Product Development Action Plan  – Approach for the creation or improvement of tours, lodging, attractions, events, and visitor services that can enhance the visitor experience. Includes opportunities to attract investment

Marketing Goals and Opportunities  – Strategies to increase awareness among target markets, driving sales, and reaching visitation goals

Need a Master Plan ?

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• Vancouver Tourism Master Plan

Vancouver's first ever Tourism Master Plan now has the blessing of Tourism Vancouver, the City of Vancouver and the Vancouver Economic Commission, and is ready for your perusal.

In the master plan document ( click here ), you'll also find a situational analysis of the key assets, constraints and opportunities facing Vancouver's tourism industry; the goals that were set at the start of the process; recommendations in eight areas of focus, from product development to transportation; and ideas for implementation of the plan.

Tourism Master Plan Background

The Vancouver Tourism Master Plan (TMP) follows the Rethink Vancouver visioning process conducted in 2011 which recommended seven actions be taken by Destination Vancouver, including the creation by Destination Vancouver and the City of Vancouver of a Tourism Master Plan. Furthermore, this TMP has been designed to build on the four key pillars of destination management identified by Rethink:

• Marketing: Develop a unified tourism industry, allowing collaboration on marketing where appropriate with a focus on tourism customers.
• Planning: Encourage a regional Tourism Master Plan with a focus on stakeholder interests.
• Policy: Establish a forum to develop industry consensus with a focus on influencing policy makers.
• Product: Build energy through product development with a focus on attracting investors.

The TMP is intended to close the gap between the demand side of the equation (Destination Vancouver / visitors and new markets) and the supply side (new products and services / tourism business owners / investors and policy makers at the City and other levels of government). The TMP is also intended to provide a consensus between the stakeholders who participate in decision making on tourism-related development for the City and advising investors / businesses on where they should be putting their energies. A broad range of input and opinions have been considered as part of this process with more than 180 one-on one stakeholder interviews conducted by Resonance Consultancy and participation of more than 2,000 Vancouver residents and business leaders via an online survey.

Based on this input, key issues and opportunities for potential products, amenities, programming and experiences broadly supported by both the tourism industry and Vancouver residents have been identified in areas such as transportation, visitor experience, events, product development, partnerships and alliances, tourism infrastructure, marketing of neighbourhoods, and public affairs and advocacy on tourism related policies and issues.

To view the Vancouver Tourism Master Plan presentation, from Destination Vancouver's AGM (June 13, 2013), please click here .

To view the final report of the Vancouver Tourism Master Plan, please click here .

The video below defines a Tourism Master Plan and explains how it can benefit a destination. In the video, Destination Vancouver's former President and CEO Rick Antonson and Resonance Consultancy's Richard Cutting-Miller each explain the purpose of a tourism master plan and its importance to the growth of tourism in the city.

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Tourism Master Plans

A tourism master plan is the roadmap for destination success. It is a crucial first step that will address three important questions: “Where are we?” “Where do we want to go?” “How do we get there?”

Tourism is now commonly viewed not only as a major source of employment, but also as a tool for conservation and a catalyst for urban and rural regeneration. Solimar assists destinations approach this fragmented industry in a planned and orderly fashion through undertaking a strategic tourism master plan.

Solimar’s tourism master plans provide a comprehensive look at all of the destination’s assets, where are the biggest opportunities for growth, what are the main roadblocks, and how can they be overcome. The strategy is created with a blend of in-depth research and personal consultation with local businesses, government officials, and residents.

Our approach also ensures that your master plan is implemented–and does not end up on a shelf collecting dust. Understanding that tourism is a diverse and complex industry with a variety of interlinking stakeholders, we employ a collaborative approach that engages the public and private sector and encourages their participation and commitment to achieve a shared vision for the destination. The master planning process will secure local buy-in, define the actionable steps needed to achieve common goals, and provide you with the ability to track results and adapt to changes when needed.

At the end of our comprehensive process, destinations will have a 10- to 20-year strategic vision, strategy, and action plan for developing tourism in a sustainable manner for the benefit of local residents, investors, and tourism operators.

What to Expect

• Destination Assessment – A comprehensive assessment of the destination brand, attractions, product quality, and a thorough assessment of tourism’s enabling environment and policies
• Destination Vision – A shared view of the destination’s desired qualities in the long-term
• Focus on Demand – Analysis of visitation levels and travel habits to and within the destination among important niche traveler segments
• Visitation Goals and Sales Targets – Targets for visitor arrivals in the short-term and long-term delineated by visitor profile
• Product Development Action Plan – Approach for the creation or improvement of tours, lodging, attractions, events, and visitor services that can enhance the visitor experience. Includes opportunities to attract investment
• Marketing Goals and Opportunities – Strategies to increase awareness among target markets, driving sales, and reaching visitation goals
• Monitoring and Evaluation Plan – Key performance indicators with time bound targets and a methodology to collect the data to analyze the success of all destination initiatives

Project Examples

Cayman Islands National Tourism Plan

Georgia National and Regional Tourism Plans

Tribal Tourism in the Northern Great Plains

Liberia Ecotourism Study

Related stories.

3 Questions Your Tourism Plan Should Answer

1. Where are we? After you have identified an area prime for destination development, one of the next steps should be conducting a destination tourism assessment. This assessment will provide an analysis of the competition in your region as a tourist destination and help implement the steps you need to take for your tourism planning. The market […]

Encyclopedia of Tourism pp 1–3 Cite as

Masterplan: Tourism

• Chris Cooper 3  
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The nature of tourism as both a networked amalgam of suppliers and as inseparable activities demands that planning is in place to optimize its benefits to the destination. Tourism planning takes place in many forms, in diverse settings, and at different scales. It is an ordered and disciplined sequence of events designed to organize the future.

In the past, the masterplan was a dominant approach normally done at the national or subnational level. In its comprehensive sense, a tourism masterplan is an integrative approach to planning whereby the supply and demand elements are brought into a single scheme (Var and Gunn 2020 ). Ideally, it is the first stage of a blueprint representing a strategic, holistic, and comprehensive destination management approach with a timescale of anything from five (often meshed with national planning cycles) to upwards of 10 or 20 years. However, these large-scale planning exercises have fallen out of fashion to be replaced by more focused, iterative...

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Burns, P. 2003. Tourism planning. A third way? Annals of Tourism Research 31: 24–43.

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Cooper, C., and M. Hall. 2019. Contemporary tourism . 4th ed. Oxford: Goodfellow.

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Costa, C., and Brandao, F. 2018 Tourism planning: Evolution and trends for the future, pp 538-555 in Cooper, C., Volo, S., Gartner, W., and Scott, N. The sage handbook of tourism management. London: Sage

Federal Ministry for Sustainability and Tourism. 2019. Plan T master plan for tourism. Vienna

Lawson, F., and M. Baud-Bovy. 1977. Tourism and recreation development . London: Architectural Press.

Rahmafitria, F., P.L. Pearce, H. Oktadiana, and H.P. Putro. 2020. Tourism planning and planning theory: Historical roots and contemporary alignment. Tourism Management Perspectives 35: 100703.

Var, T., and C. Gunn. 2020. Tourism planning: Basics, concepts, cases . London: Routledge.

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Cooper, C. (2023). Masterplan: Tourism. In: Jafari, J., Xiao, H. (eds) Encyclopedia of Tourism. Springer, Cham. https://doi.org/10.1007/978-3-319-01669-6_128-2

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Visit Fort Wayne Launches Tourism Master Plan Initiative

Visit Fort Wayne is launching an initiative to build a 10-year vision and roadmap to define tourism-based economic growth and development that will contribute to a healthy community and high quality of life for residents. 

Visit Fort Wayne has contracted with CSL International to facilitate, research, plan, and build the plan during a 20-week process and enlisted the partnership of Allen County Government, Capital Improvement Board, City of Fort Wayne, and Greater Fort Wayne Inc. to help with the development of our Tourism Master Plan to reflect the needs of our residents and visitors!

Each year, Allen County benefits from $741 million a year in visitor spending, and we have the opportunity to continue building upon our strong tourism and hospitality industry.

The hope of Fort Wayne / Allen County’s Tourism Master Plan is to create a long-term vision, strategy, and implementation plan to help guide the activities, operations, and resources for Fort Wayne / Allen County and the Visit Fort Wayne organization, as well as help guide industry stakeholders as they invest in, develop and grow the visitor industry, reflect Fort Wayne’s personality and values, and make the destination an enticing and enjoyable destination for both visitors and residents.

Let's seize the opportunity to advance Fort Wayne’s quality of life assets for residents and inspire growth for the future using the economic power of tourism. Let's build for the tourism of tomorrow!

More information and updates throughout the process can be found at VisitFortWayne.com/TourismMasterPlan

Media Contact:

Jessa Campbell Marketing and Communications Manager Visit Fort Wayne (260) 424-3700 [email protected]

Visit Fort Wayne, is the official destination marketing organization for Fort Wayne and Allen County. Each year, over 8.8 million people visit Fort Wayne and generate $995 million in direct economic impact.

Visit Fort Wayne, the Fort Wayne/Allen County Convention and Visitors Bureau, is the not-for-profit organization whose purpose is to expand Fort Wayne's economy by attracting convention and leisure visitors. Each year, millions of dollars from visitor spending generate increased commerce, sustained jobs and enhancement of Fort Wayne's Image.

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Why We Need a Tourism Master Plan

But how do we ensure that we continue to improve on what we have to offer? That’s where a tourism master plan (TMP) is critical, and that’s why Meet Minneapolis is taking the lead on a proposal to develop one here. We’ve had initial conversations with the Mayor and some board members, and I’m excited about what a TMP could help us achieve moving forward.

So, what is a tourism master plan? A TMP is a long-term development plan, which could last 10 or 20 years. It provides an organized and structured framework for tourism development and promotion within the city. That includes things like planning for accommodations, transportation, tourist activities, legislation and regulation, and marketing and promotion.

Tourism is highly fragmented, consisting of multiple independent industries, including hotels, restaurants, retail stores, sports teams, arts and cultural institutions and entertainment venues. A TMP unifies these disparate industries by developing a singular vision to improve all of them, as well as the city infrastructure. This doesn’t just benefit tourists, but all of us who live here as well.

When we become a stronger destination for tourists, more tourists mean revenue for local business, tax revenue for local government and wages for local residents.

We know Minneapolis is prospering right now. New transit lines, downtown development, and the promise of the upcoming Super Bowl LII in 2018 and NCAA Final Four in 2019 all speak to that. However, visitor growth will not necessarily continue once the allure of these upcoming events fades. That’s why we have to be strategic about harnessing our ongoing development to truly become a world-class destination, and a TMP will help us do that.

Mayor Hodges frequently talks about her three key priorities: growing the city, eliminating racial equity gaps and running the city well. A TMP will help move the dial on all these things.

First, tourism leads to city population growth. We have a lot of research that shows once people visit our city, they want to come back. A terrific experience as a visitor means they’ll be more likely to considering making Minneapolis home.

In the area of eliminating racial equity gaps, tourism and hospitality produce a significant number of entry-level jobs, which provide paths into the workforce for people seeking employment. A growing hospitality industry creates opportunities to reduce racial equity gaps in employment.

And finally, a TMP will help the city run well. Strategic development and management of the city’s infrastructure, as well as natural and cultural resources, contribute to the sustainability of those precious assets for generations of residents to come.

Meet Minneapolis has a current strategic plan that was adopted in 2013 in order to be better prepared for the infrastructure changes and growth opportunities we have seen. Moving forward, a TMP would incorporate our next iteration of a strategic plan, and we will need to rely heavily on the work done by other business associations and partners like the Minneapolis Downtown Council.

With the help of Kevin Hanstad, our Director of Market Research, in next week’s column,

I’ll explore some cities were a TMP has made a vital difference, and I’ll talk about next steps for developing one here in Minneapolis.

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Provincial Planning and Development Office

Tourism Master Plan

Download the documents from the links below:

• Tourism Master Plan Main Report
• Tourism Master Plan Interim Report

The Main Report provides a unified direction or plan for the province to further harness and sustain its vast tourism potential. The plan is organized around six (6) sector components, namely: the physical (structure plan and the transportation infrastructure plan); the environmental management plan; the conservation management plan; the entrepreneurship development plan; the various sustainable development proposal; and the critical implementation plan.

The Interim Report highlights a summary of projects in support of the tourism development framework plan. (Annex A) Details of the outlined projects (project profiles) are included as Annex B. Note that some of these projects were selected from the priority tourism projects of the LGU. (Annex C) These proposed projects are an offshoot of the Bohol Tourism Master Plan; a summary of which is provided in the succeeding sections for context.

23 thoughts on “Tourism Master Plan”

in your report, how come Antequera is included in section 2.1.3a as sandy beaches, well in fact it is landlocked? Please correct it. Thanks!

Thanks Jay for your comment and observation. You’re right Antequera is inland not coastal. I think it should have been Alburquerque not Antequera as part of the southern seaboard together with Loay. But we cant correct it as of now, its a pdf file that we got from the consultant.

Hi. I would just like to inquire when the Tourism Master Plan Main Report was published?

The Bohol Tourism Master Plan Vol.1: Main Report is dated May 2007.

Hi, is the file corrupted? Can’t open the zip file. If it’s not much of a hassle, can you send me a copy over my email? Thanks.

Hi Ria, I just downloaded the file and opened it fine. The download is a 47 MB file which may take a while and can easily get corrupted with an unstable internet connection. If this is your case, I suggest you use a download manager. Of course you also need an archive manager to be able to extract the PDF contained in the zip file, before you can open it on a PDF reader. We find it necessary to pack this in a zip file because very often, the browser will attempt to open the PDF within itself. However, it would take too long to open because of its size and usually, users think the file is corrupt because nothing is happening on your browser for a while.

I really appreciate how you prepare your master plan, it’s a bid boost to your tourism industry. I hope we can do the same also. We are just a neophyte on this area, we need to educate more. Thanks for the free access on you plan

Unable to open the Tourism master plan main report after downloading- it says the file is corrupt. Please advise or email me a copy of the same. Thx.

Hi, I have just downloaded both Main and Interim Reports. It took a while to download but they opened just fine. Just, in case, you still need to extract/unzip the zip file before you can open the compressed PDF file.

Hi, Thank you for this!

I am making a thesis for my final year in UP Diliman, on this especially given the recent disaster that transpired.

Is there anyone I can contact when I visit Bohol to interview regarding the contents of this tourism development plan? Thanks!

Hi NJ, you may contact Ms. Jo Cabarrus, head of Bohol Tourism Office (BTO) and Atty. Lucas Nunag, chair of the Provincial Tourism Council (PTC) for the recent Bohol Tourism Recovery Plan, which is a roadmap to support the recovery of Bohol’s tourism sector after the 7.2M earthquake last 15 Oct. 2013.

Hi Willy, i downloaded both the TMP and the Interim Report but both of the files does not contain the Tables (Figures). i wonder why?

We updated the files and now contains the missing figures. They were mostly maps that were prepared outside the document and were inserted in the hard copies. We edited the PDF and inserted the maps and a table. Thank you for the heads-up. If you notice more missing items, please feel free to notify us. You may now download the document again for the updated version.

Hello, may I inquire on the recent developments regarding Bohol-Palawan/Puerto Princesa Tourism and Environmental Programs and Development Policy Exchange? Is there any resolution or document released on this matter, and if yes, can this be accessed?

Hi Mam Kat,

Please kindly check your email, We sent you already the Memorandum of Agreement (MOA) of the Bohol-Palawan Tourism Policy Exchange. Thank you.

Hello, May I request for the development plan for the Balicasag Island?. Thank you.

We don’t have a specific development plan for Balicasag Island. You may refer to the Bohol Tourism Office. Contact No. (038) 411-0138, Email Address : [email protected] , [email protected] , Website: http://www.boholtourismph.com/

Hi sir, would like to ask if you have an existing site plan of Balicasag Island Dive resort. This would be helpful for my thesis proposal. Thank you so much

Good Day Sir! We don’t have an existing site plan of Balicasag Island Dive Resort. Please contact the Municipality of Panglao. Contact No. (038) 502-8080, Email Address: [email protected]

Hi. Do you have the latest Tourism Master Plan or Tourism Development Plan for the Bohol Province? This one is dated back in 2007 right? If yes, may I request for a copy of the latest available plan? Thank you.

Hi Ms. Regyn, our info says there is no update yet to the Tourism Master Plan.

Hello! May I know when did you publish this Tourism Master Plan? The exact publishing date, please. This is for citing the latter. Or do you already have a citation for this? If yes, may I have it? Thank you very much 🙂

Hi Kate, thank you for the comment. The Tourism Master Plan has no publication date, according to our officer-in-charge, but the planning period is for 2007 to 2025.

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Tourism master plan, the tourism master plan for sustainable growth.

    Chapter 1 – The Role and Purpose of the Tourism Master Plan: pages 2 -4     Chapter 2 – The Strategic Vision of the Master Plan: pages 7 – 20     Chapter 3 – Marketing Strategy: pages 22 – 60     Chapter 4 – The Components of the Tourism Industry: pages 62-94     Chapter 5 – Jamaica’s Heritage as part of Sustainable Tourism: pages 96-126     Chapter 6 – Location Strategy and Resort Development: pages 128-186     Chapter 7 – Sustainable Tourism: pages 187-206     Chapter 8 – The Action Plan and Institutional Responsibilities: pages 208 - 214

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Leading Our Destination

With Laramie County's and Cheyenne’s recent growth and amidst the rapid recovery from the COVID19 pandemic, Visit Cheyenne, along with its economic partners, endeavored to craft a Tourism Master Plan unlike any other.

Click the image above to view the final document.

Overseen by a steering committee of stakeholders, we partnered with Rudloff Solutions and the University of Wyoming’s Outdoor Recreation and Tourism Management Degree students. The students brought a scholarly element and a fresh perspective on our community. The steering committee selected 36 documents vetted and finalized by the community, ranging from business plans to statewide strategic plans. The students then did a literature review of these documents and honed in on five actionable themes.

To ensure we heard our constituents and to test the validity of the actionable themes, we surveyed residents and visitors and held stakeholder interviews. With this feedback, we presented the developed strategies to the steering committee and refined the plan into what you see in the Cheyenne Tourism Master Plan. 

Our community’s Tourism Master Plan aims to increase the economic impact and vibrancy of visitor economy in several ways:

• Giving visitors additional reasons to stay longer and spend more with local businesses and attractions
• Developing additional tourism assets
• Supporting the Tourism industry
• Strengthening the community brand as a global destination
• Increasing our ability to host high-impact meetings and conventions
• Working with community partners toward shared goals  

Master Plan

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Corregidor Comprehensive Tourism Master Plan

Known as the “Last Bastion of the Philippines during World War 2,” Corregidor Island is one of the Philippines' well-known historical shrines. To preserve and support the immense historical value, cultural importance, and viability for further development of the former battlefield, the “Corregidor Comprehensive Tourism Master Plan Containing a Conceptual Development Plan of Corregidor Island including the Surrounding Islands” was developed in collaboration with the Tourism Infrastructure and Enterprise Zone Authority and other stakeholders like the Department of National Defense-Philippine Veterans Affairs Office, Corregidor Foundation Inc., Department of Tourism, Department of Tourism Calabarzon, and the City of Cavite. The tourism master plan highlights a balance between historical preservation and commercial expansion to maintain Corregidor Island's and its surrounding islands', namely Caballo, Sta. Amalia, La Monja, El Fraile, Carabao, and Limbones — unique identity and to promote their sustainability. It also aims to establish Corregidor Island as a tourism enterprise zone, or TEZ, to spur development within the area, its adjacent islands, and eventually, within the City of Cavite and nearby tourist spots. Corregidor’s battlefield areas were identified as national shrines, so the master plan considers the preservation and replication of important historical ruins to amplify the island’s wealth of history and culture and the protection of restricted areas on the island. Overall, the master plan proposes developments that are true and anchored to Corregidor’s identity and addresses management and infrastructure necessities. For environmental protection, the master plan preserves a large area of the island’s forest reserve and proposes the following infrastructure projects to sustain existing and future developments in Corregidor: 1) providing alternative renewable sources of energy, 2) establishing water and wastewater facilities, and 3) developing a solid waste management system. The master plan includes three focal areas — the Military Park, the Island Center, and the Leisure and Recreation Area — to highlight each area’s existing and proposed development features. Taking into account the aspirations and visions of different stakeholders, the master plan envisions Corregidor Island to be the “primary sustainable national military shrine and sociocultural heritage tourism destination in the Philippines” by 2030.

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Tourism Master Plan

The Tourism Development Master plan is an intensive research document. Entire facts and figure are justified from stakeholders and respondents. Although it is a historical research so facts and figures are not tested and verified. References are not completely based on research works. However available documents, field visits, historical inscriptions and people’s saying and beliefs justify it. This document is the collection of facts, potentialities of tourism development and guideline for municipality, tourism businessmen, tourism students, and development stakeholders. Methodologically it is an intensive literature review on history of the Municipality and focal group discussion with Ward Citizen Forum Members Social Mobilizers and Citizen Awareness Centre members of Municipality. Researcher had visited the field and interviewed with the local people. It has conducted interaction programs with experts, investors, government personnel and stakeholders. The minister of Culture Tourism and Civil Aviation, Director, Advisers, Chief Districts Officers, Local Development Officers, Professors, Tourism entrepreneurs have taken part on the grand mega interaction program. Entire ideas, from the interaction have been incorporated. Research on tourism development in developing countries is relatively recent, growing during the last twenty years. Interest in eco-tourism and sustainable tourism has emerged in the last ten years, as a response to growing awareness of the negative impacts of tourism. It is now increasingly accepted that tourism development needs to be planned and that this should involve local people at all stages of development. Similarly Mahalaxmi Municipality tourism master plan will be the guideline for municipality and other tourism stake holders to develop the Municipality. It is an authentic research based Master plan.

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Media Wisata

erna wigati

This study aims to determine the quality of Sumberbulu tourism village in contributing to social welfare by having a local and regional economic network. Methods used in this research is to use descriptive qualitative method, with data analysis done inductively. The aim is to find out sustainable tourism village to develop into the tourism village of Sumberbulu Karanganyar. The result this study, Sumberbulu tourism village, in contributing to economic and social welfare has inderectly been seen by the presence of many buyers who buy ornamental plants when visiting Sumberbulu Village and orrdering snacks that have been produced by community members from the formation of small culinary teams from several residens houses. The quality of the tour guides in the Sumberbulu tourist village is not yet visible because everything is still one with Pokdarwis. The quality of accommodation (homestay) in the tourist village of Sumberbulu is getting better and better because the homestay managemen...

Yidnekachew Habtamu

This paper is intended to assess Tourism destination potential of the Arsi Mountains National Park. To achieve the objective, the researcher employed both qualitative and quantitative research method. Both primary and secondary data are used to assess the potentials. To collect the primary data interview and questioner were undertaken with selected park employees, community elders and other concerned individuals. In addition, deep and continuous personal observation was conducted to fill the gaps of interview and other sources gathered from various literatures. The analysis of the study revealed that Arsi University Mountains National park has tourism potentials and diversified values; it is inclusive of four different blocks. Namely Chelalo Gaallama, Honqqolo, Dheraa Deelfeeqa and Kaaka. They have not yet been utilized due to the presence of various hindering factors. Lack of tourist facilities, lack of conservation and absence of tourism interest in the local community. Finally, it is recommended that the collaboration of the administrations of the zone with different stakeholders such as local people, private sector is very imperative to exploit the tourism potential of the complex and mitigate the hindering factors.

Journal of Indonesian Tourism and Development Studies

Sony Manggala Putra

Gudeta Bilisa

muhammad guntur

Rural development is an improvement effort of life quality for the welfare of the village community (Article 1 paragraph 8 of Law 6 in 2014). Village development aims at improving the well-being of the village community and the quality of human life and poverty alleviation through the provision of basic needs, the development of facilities and infrastructure, the development of local economic potential, and sustainable use of natural resources and environment. This study aims at understanding in depth the Actor collaboration, values, and models used in the formulation of the tourism destination development program in Tuada and Bobanehena Village, Jailolo Sub-District, West Halmahera District. This study applied a qualitative approach in which the type of research was constructivism. This study proves that there is finding of the economic value that became one of the basic values besides the value of togetherness. In addition, there is a history of the unofficial actors (women) and t...

Ahmad Roumiani

Today tourism as one of the most dynamic economical activities that its development plays an important role in sustainable development. withFocuses on sustainable development can resulted that at this industry through the combined and use of both internal and external resources, social resources, economical, environmental and cultural which carries in the macro scale Tourism management at the national level of the duties and responsibilities of the government policies which The general policy, regulations, administrative arrangements, financial resources and the share of each general and private state is characterized by government. This problem in our country of Iran which there are have historical context also tourist attractions is more important. And can increase investments in small and rural and urban areas, Entrepreneurship, an area of tourism development, recognizing the historical attractions, natural, religious and cause the better serve for the citizens. Therefore, in our country in a decade due to the regions and tourist attractions The province with the goal of regional development has been considered. The purpose of this article, review management's role in the development of regional tourism is the city of Khorramabadto make way for tourism development in the region. Method used in this research is descriptive – analytical And using the library Studies and field studies have been done in the range studied.Method for collecting data and information such as direct observation And interviews with city officials and people has been used.Results of these studies show that the management of tourism,While creating jobs and income for different groups of society Can expand the facilities and infrastructure, expansion of investment,Development and improvement of urban and rural transport, regeneration and protection of historic attractions,, Construction of residential facilities for the tourists and finally led to the development of the city.

Yustisia Pasfatima Mbulu

Tourism is considered as one of the sector that has adequate facilities and infrastructures to boost society economy. This consideration should be implemented through empowerment strategy which better known as community-based tourism development. District of Tamansari in Bogor, West Java is welknown for its natural and religious tourism attractions. Besides those both two attractions, there are also several home industry and private small-micro entreprises (SME) that could also attract visitor, such as silk house, mushroom farming, shoes & sandal makers and homestays. Those situations are really in favour for the local community to implement the community based tourism in Tamansari area. To do so, it’s necessary to develop a proper tourism plan and tourism package which based on community based tourism principles and ellaborate all the potential attractions in Tamansari area. This research use qualititative method toward surveys, interview and FGD to gain data for the development plan. The result show that tourism supporting services in Tamansari area are already inherent with community based tourism indicators; and tourism package that consist of existing attraction and local community entreprises could foster tourism growth in Tamansari Bogor. Keywords: Community Based Tourism, Tourism Package

Mohamed Ismail Mohideen Bawa

Tourism is a main strategy for developing region. If a region is naturally beautiful for any reason it is the capital of the region for development. Ampara Coastal Belt is one of the regions that have attractions for tourism industry. This study attempts (1) to know the preference of tourist arrival; (2) to identify the regional developmental causes for preference of tourist arrival; (3) to find the association between preference of tourist arrival and regional developmental activities; (4) to prove the strength of association between preference of tourist arrival and regional developmental activities. This study considered 100 public for getting their opinion about tourism on regional development using convenient sampling method. Questionnaire was designed to collect data. Non-parametric analyses were carried out in this study. Results of the frequency analysis disclosed that 75% of people prefer tourist arrival in Ampara Coastal Belt (ACB). People prefer tourist arrival for regional development activities. Test results revealed that values of Pearson Chi-Square between preference of tourist arrival and regional development activities vary between 22.222 to 77.778 with degrees of freedom of 2 cum Sig. values of 0.000. These values witness that preference of tourist arrival has association with regional development activities. Values of Phi, Cramer's V and Contingency Coefficient for preference of tourist arrival and regional developmental activities vary between 1.000 to 0.471 with Sig. values of 0.000. These values explain that These values witness that preference of tourist arrival has moderate to strongest association with regional development activities such as bridge development, irrigation development, water supply development, housing development, education development, health development, community development, fisheries industry development, agriculture development and livelihood development. This study has implications for policy makers to development tourism industry along Ampara Coastal Belt and Eastern Part of the country.

Interal Res journa Managt Sci Tech , Ranju _ Katoch

Tourism is one of the fastest growing economic activities and Smokeless industry in the world. It produces Products, Services, Employment, Foreign Currency and Investments. Tourism helps to develop overall National Economies, Accelerate Development Process, Highlights and saves Cultural Heritage and acts as a Bridge in International Peace and Harmony. The present research is based on Secondary source, data has been collected from various research papers, websites, articles and authentic Journals, to explore the impacts of Tourism on J&K State i.e., Host community. The present paper focuses on the tourism of J&K and highlight its dynamic impacts on the economy, environment, service and the socio-cultural on the host community. Tourism is an industry which has enormous economic impacts. It is also an industry that has many social and cultural impacts as well. Moreover, development of Tourism within a host community often has different impact, these impacts have been discussed both in positive and negative way. The main aim of the present paper is to development the tourism industry in a host community by maximizing positive impacts and minimizing potential negative impacts.

International Journal of Progressive Sciences and Technologies

Rusmawaty Rusdin

Community participation in the management of the tourism sector is highly important in supporting the economy of the people of Baloli Village. This study discusses the process of community participation in Baloli Village in improving the economy through the tourism sector. In this study, the researcher applied the descriptive qualitative method. Data were collected through interviews, field studies, and documentation. Informants in this study were selected using a purposive sampling technique. In general, the selected informants were those who understand the problem studied. Those informants were the Village Secretary, the Head of the Community Welfare, Service, and Empowerment Section, visitors, and local people. The results indicated that community participation in tourism development, such as decision making, activity implementation, and utilization of results, is good. However, their participation in monitoring and evaluation is still not optimal. Furthermore, the potential of t...

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