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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
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Tourism Development Strategic Plan Template
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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Expand to see 5 statuses.
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Econsult Solutions, Inc.
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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VisitPITTSBURGH Announces 10-Year Tourism Development Plan
New microsite designed to provide public-facing access to track progress of action items
(PITTSBURGH, PA) – VisitPITTSBURGH has a strong vision for how to enhance and advance tourism across Allegheny County, and that vision was today brought to life with the unveiling of a new Tourism Development Plan and microsite.
“Today marks the official release of a year’s worth of data collection, research and stakeholder engagement,” said Jerad Bachar, President & CEO of VisitPITTSBURGH. “This plan was thoughtfully developed to identify strategies that will propel the tourism industry forward, while focusing on our mission to drive visitation and overall economic impact across the destination.”
The 10-year development plan includes more than 40 strategies and 80 unique action items that together form a roadmap for the development, management and marketing of tourism assets in both the City of Pittsburgh and Allegheny County. The plan is designed with the overall visitor experience in mind, while also identifying ways to enhance the quality of life for residents and those within the local hospitality workforce.
“We all know that Pittsburgh is a great place to call home, but now it’s time to focus on how we can work together to grow and attract more visitors,” said Mayor Ed Gainey. “I applaud the VisitPITTSBURGH team for leading the charge and developing a plan that embraces and celebrates the rich cultural diversity that makes our city great. This new plan will shine a new light on our rich cultural history as we continue our work on making Pittsburgh the most welcoming city in America.”
Tourism Development Plan backed by industry research and stakeholder engagement
VisitPITTSBURGH engaged Resonance Consultancy and partner HVS to conduct a multi-phase approach, including industry research, destination benchmarking and stakeholder engagement, to inform the strategies and action items found within the plan.
The first phase included a complete destination assessment of both quantitative and qualitative research related to industry trends, the hospitality market, sports and events program infrastructure, occupational analysis and more.
Throughout phase two, the project team surveyed nearly 3,000 residents and visitors to gather insights on both local and out-of-state perceptions of the destination and available tourism assets.
“Based on the engagement and insights learned, we were able to develop a long-term vision for Pittsburgh that includes a series of recommendations on how to improve the overall visitor experience, while providing new opportunities for our locals as well,” said Bachar.
Strategies in place are designed to improve and develop Pittsburgh’s experiences, connectivity and hospitality industry
The Tourism Development Plan is divided into three strategic areas:
- Experiences - Strategies to expand and diversify the range of assets and attractions for visitors—from accommodations to culinary, arts, culture, heritage, shopping and outdoor adventures
- Connectivity - Strategies to improve access across the destination by exploring a range of broadened transportation modes
- Industry – Strategies to enhance tourism and hospitality business performance, employee attraction and retention and tourism development plan governance
“The Tourism Development Plan is truly all-encompassing and provides unique action items to tackle each of these important areas from the ground up,” said Michele Meloy Burchfield, Chair of the VisitPITTSBURGH Board of Directors. “The VisitPITTSBURGH team looked holistically at Pittsburgh as a destination and included thoughtful ways we can improve our experiences for visitors, while also enhancing our infrastructure and supporting our hospitality workforce.”
New experiences set to position Pittsburgh as a world-class tourism destination
Of Pittsburgh’s 90 distinct neighborhoods, only 10 percent are popular visitor destinations anchored by major sports stadiums, museums and cultural institutions, parks and universities. The Experiences section of the plan is designed to better position and promote our city of multitudes and enhance our in-market experience for both residents and visitors alike. Sample action items include:
- Promote and market unique placemaking efforts that celebrate emerging cultures across the destination
- Develop neighborhood itineraries to encourage travelers to extend their length of stay
- Create a museum pass designed to drive visitation to our cultural attractions
Transportation focus aims to improve connectivity among Pittsburgh’s tourism assets
When compared to other destination features, connectively across Pittsburgh was rated as relativity poor among both residents and visitors alike. The Connectivity section of the plan evaluates and identifies new strategies to improve – from public transit and trails to air and waterway travel. Sample action items include:
- Support a citywide wayfinding system that builds on and complements downtown signage efforts
- Highlight, promote and improve access to trails
- Support Pittsburgh Regional Transit Authority’s study of long-term train/BRT connection from the airport to downtown
Workforce training and development stands to make lasting impact on tourism industry
Over the last 10 years, Allegheny County has lost 11 percent of its tourism employment – more than double the loss found within the Commonwealth of Pennsylvania. The Industry section of the plan is designed to combat and reverse that trend by focusing on the growth of labor supply and retention of hospitality workers. Sample action items include:
- Create a marketing campaign to promote wealth and diversity of jobs within the tourism industry
- Increase collaboration between industry and education providers to develop educational and workplace-based training programs
- Create a digital job board for local industry positions
Action items and collaboration on strategies are already underway
“It’s no secret that this 10-year development plan will be a big lift, and that’s why we’re definitely not going at it alone,” said Bachar. “If there is one thing Pittsburghers know, it’s that we’re stronger when we work together – and that’s exactly the type of collaboration you will see as we bring more and more of these action items to life.”
Several action items found within the Tourism Development Plan are already underway, including the development of an all-new African American Tourism Advisory Council and dedicated support for the expansion and growth of culinary events and festivals.
Track the progress of these action items and more in real-time with the help of the new Tourism Development Plan microsite. This site is designed to be a public lens into the work happening across the county to grow and develop the tourism industry. To see what’s already underway, visit PittsburghTDP.com .
VisitPITTSBURGH is the official tourism marketing and promotion agency of the Pittsburgh region. The organization is dedicated to generating business events, sports events and leisure travel.
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How to Conduct a Situation Analysis to Develop a Tourism Strategy?
Written by Madison Tomaso on December 2, 2022 . Posted in Blog .
What is A Situation Analysis?
Traveling to a destination can feel like an individual journey. But, did you know that most tourism destinations develop thoughtful strategies to ensure their destinations attract visitors in intentional and measured ways? A tourism strategy is designed to highlight a destination’s best aspects, such as food and history, while also offering solutions to tourism challenges that a destination might face, such as limited infrastructure. A successful tourism strategy is a first step to making a country safe, educational, and enjoyable for travelers. Essential to every tourism strategy is a situation analysis that details the supply and demand of tourism to the destination along with the opportunities and challenges that a destination faces using techniques such as stakeholder interviews, online data analysis, and on-the-ground assessments.
Why is a Situation Analysis Important?
The tourism industry is a critical source of jobs and economic growth, as well as a decisive factor in a nation’s sustainable development. While a tourism strategy is necessary to help develop tourism, a cookie-cutter approach will not be effective at addressing each destination’s unique circumstances. Thus, individualized situation analyses are critical for creating an effective tourism strategy. In this blog, we will examine some guidelines for performing an impactful situation analysis, as well as the use of situation analysis in one growing destination, Tunisia.
Situation Analysis, as Explained by the World Bank
How do tourism practitioners go about conducting a situation analysis of a destination? Solimar International, for example, follows the strategy guidelines outlined by the World Bank , a global partnership dedicated to using sustainable solutions to combat poverty. Per the World Bank’s method, there are four essential steps to conducting a successful situation analysis.
- Project planning
- Desk-based research
- An in-country evaluation
- An analysis of their data to compile a report detailing both their research and conclusions
Each step requires complex research, discussion, and analysis. Within these guidelines, the World Bank also offers detailed suggestions on how to complete each step: A situation analysis team must interview a range of stakeholders within a country’s tourism industry, everyone from artisans selling goods to travel booking agents. Desk research entails compiling and studying all documents relevant to the destination’s tourism, and the statistical analysis of comparing the performance of the country to similar countries. This data must then be analyzed to identify the opportunities, challenges, and solutions surrounding the destination. Finally, the World Bank advises the team to use all their data, research, and analysis to create the final tourism strategy document.
What Should be Included in the Final Report?
Because the main objective of a situation analysis is to identify both the biggest opportunities and constraints associated with a given destination, the report therefore must outline the destination’s offerings. These can include anything from thriving wineries to well-preserved cultural sites. However, the report must also acknowledge the challenges that were pinpointed by the analysis. Issues such as poor infrastructure or lack of safety can be major hindrances to tourism. In addition, a proper analysis should identify potential solutions to the constraints, and these should be included in the report as well. It is also crucial for the report to list key stakeholders in the local tourism industry, in addition to potential partners that may help to implement the plan. This detail ensures that the plan includes everyone who has a vested interest in helping the strategy succeed.
Practical Application: How A Situation Analysis was Used in Creating Tunisia’s Tourism Strategy
Tunisia is a wonderful destination, with numerous activities for tourists to enjoy. It is rife with opportunities for successful tourism, from a Mediterranean coastline to historical sites. However, the destination is not yet on par with nearby destinations such as Morocco and Egypt. Tunisia receives approximately a million tourists per year, and the country hopes to grow its tourism sector. To achieve this, Solimar is currently working on the USAID Visit Tunisia program Tunisia’s tourism visibility. One of the program’s initial goals was to develop a national tourism strategy, which included a comprehensive situation analysis.
To complete the analysis, Solimar interviewed major stakeholders in Tunisia, including those in the public and private sectors. It is critical to converse with stakeholders in order to understand the expectations for the plan’s results and to provide further insight into the destination’s current tourism situation. Extensive desk research was conducted this included comparing Tunisia’s data to that of competing countries, and reading previous strategies and relevant documents for Tunisia. Solimar also reviewed all available tourism sector data from Tunisia. Through this data, Solimar was able to better understand both the problems and advantage tourism faced in Tunisia. Finally, Solimar analyzed the statistics from Tunisia’s tourism sector. Using this data and analysis, Solimar was able to form a solid foundation of the country’s current tourism industry to inform the development of recommendations for the National Tourism Strategy.
Interested in learning more about strategic planning for tourism? Be sure to like Solimar on Facebook to stay updated on our latest projects!
Tags: #regenerativetourism , #solimarinternational , #Sustainabletravel , #tourismdevelopment , #tourismstrategy , #travelindustry , destination development , Destination Marketing , international travel , situation analysis , sustainable tourism , Tourism Planning
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The BTB wishes to thank all the stakeholders who contributed information and shared their expertise during the literature review and information gathering stages of the Tourism Development Plans. Together we have completed the Tourism Development Plans for the Placencia, Hopkins, Dangriga and Orange Walk Tourism Destinations.
As we embarked on a collaborative journey for the South East Coast (Placencia, Hopkins and Dangriga) and Orange Walk, the Belize Tourism Board pushed forward with the enhancement of its tourism sector. BTB continued along its trend of positive growth but of equal importance is the necessity to engage and ensure a participatory development path. Therefore, the BTB invested in the development of the Tourism Development Plans as recommended by the National Sustainable Master Plan, to serve as the guide in developing these destinations. These Plans included the recommendation of stakeholders and integrated the strategic course of actions to develop the respective tourism destinations.
These plans called for communities to be integrated within the economic development opportunities inherent to tourism, while remaining respectful of their social integrity, and mindful of the environmental challenges that contest our status quo of development. We are pleased to note, that the BTB has fully embraced this call to action and will be working closely with the destinations to continuously enhance the tourism product. As a result, the BTB will form Monitoring and Coordinating Committees(MCCs) for each destination which will serve as the platform for piloting the projects for their respective destination. This aligns with moving forward with the 5 year recommendations outlined in each plan. The MCCs along with the BTB and Ministry of Tourism will strategically collaborate to implement the tourism frameworks developed in order to generate results in an efficient and sustainable approach.
The Belize Tourism Board is therefore delighted to share the Tourism Development Plans for the Placencia, Hopkins, Dangriga and Orange Walk Tourism Destinations, and reaffirms our commitment to continue building Tourism in Belize, through partnership and collaboration.
A nurturing approach to Belize’s environment, economy and socio-cultural development through responsible and sustainable tourism projects…
The National Sustainable Tourism Master Plan (NSTMP) aims to achieve a set of quantitative and qualitative specific objectives by 2030. These objectives have been based upon an in-depth analysis of the sector giving high priority to the industry stakeholder consultation(s) and the competitive tourism potential of the country.
The vision of the NSTMP is for Belize (as a destination) to be a recognized embodiment, within its international marketplaces as a unique, authentic, sustainable and competitive world-class destination.
The strategic goals of the NSTMP for 2030 are to provide: Leadership which will support the Belizean stakeholders in taking leadership over sustainable tourism development; Optimization of socio-economic benefits from tourism; Sustainable tourism planned development; and Competitiveness in achieving world-class destination status.
Specific objectives include: (a) supporting the improvement, restoration and diversification of overnight destinations and their products; and (b) strengthen national and local capacity for sector policy, destination planning and management.
Belize is an exclusive multicultural sustainable destination in the Central American Caribbean. It is a destination where the authenticity and friendliness of its people, coupled with the uniqueness of an exotic natural environment can be actively experienced within a conserved world.
For detailed information download the Destination Development Plans:
Belize tourism, dangriga tourism development plan.
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Hopkins Tourism Development Plan
Orange walk tourism development plan, placencia tourism development plan.
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Our Tourism Strategy
Charting the course of tourism in pei.
Prince Edward Island's tourism strategy is dual-focused.
Optimize Tourism's Recovery
Stimulate demand to support the most rapid recovery from COVID-19.
Support higher tourism revenues in all seasons
Fundamentally shift tourism to drive higher revenue year-round.
Strategy Implementation Committee
In 2022, an Implementation Committee made up of industry and government representatives was established to oversee and guide Prince Edward Island's tourism strategy. This Committee aims to facilitate strategic alignment, collaboration and communication.
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The Strategic Plan for tourism development in Italy
by Silvia Angeloni
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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2022, Tourism Planning and Development
The paper aims to evaluate the competitiveness of one of the world's leading tourism countries from a stakeholders' perspective. A survey questionnaire has been submitted to relevant tourism stakeholders from 370 outstanding Italian destinations. The results show that Italy is more competitive in its natural and cultural resources, but less competitive in tourism policy and planning, and in destination management. The findings also suggest that small destinations, hinterland destinations, and destinations in the underdeveloped southern part of the country have high tourism potential. The research reveals areas where improvements should be made to boost tourism competitiveness in Italy.
1996, Tourism Management
2013, Anuario Turismo y Sociedad 11/2013; XIV:121-147
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.
Marco Cucculelli , Gianluca Goffi
2014, International Journal of Tourism Policy
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.
2012, 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.
Dr. Jeet Dogra
2018, Book Review
2018, 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.
Proceedings e report
Tourism is a very important economic activity for many nations and Italy is among those that particularly benefit from it. In fact, even during the period of pandemic, despite the crisis, tourism in Italy proved to be a particularly resilient sector: among all European countries, Italy is the one that recorded the highest number of total tourist nights-spent. However, tourism statistics are not yet exhaustive in describing a highly variable phenomenon at the territorial level. Even the tourism satellite accounts, so useful for sectoral planning at regional level, are compiled for the whole country. Instead, the territories do not always know themselves, while the enhancement of landscape resources is one of the major issues that has not always been adequately analyzed; also in the recently approved Italian PNRR/Next Generation EU. In this article, we aim to examine the trend of the tourism phenomenon in the various Italian regions over the past 15 years; a period marked by crises of...
André Luís F . Duarte , Carlyle Oliveira
2019, Tourism & Management Studies
The present article aims to answer whether tourists and experts have different views on factors that impact tourism at a destination. To that end, we used a qualitative approach and adopted the Critical Incident Technique, which allows respondents to express particular needs and expectations. Data were collected through open-ended questions, the answers were recorded, and notes were taken about the interviewees and relevant parts of their narrative. Data were submitted for content analysis and examined in light of the Brazilian competitiveness model. We considered 77 interviews and classified 209 critical incidents. Results showed that half of the critical incidents did not fit into the analysis categories proposed in the Brazilian competitiveness model, with nine "new categories" emerging in the process. Therefore, there is a difference of perspective between the visitor and the expert concerning what is more important about tourism at a destination.
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2016, Annals of Tourism Research
André Luís F . Duarte
This study sought to determine whether tourists and experts have different views on factors that impact tourism in destinations. A qualitative approach was applied using the critical incident technique, which allows respondents to express their specific needs and expectations. The data were collected through open-ended questions. The answers were recorded, and notes were taken about the interviewees and their narratives’ most relevant aspects. The data were then submitted to content analysis and examined by applying the Brazilian competitiveness model. A total of 77 interviews were processed, and 209 critical incidents were identified. The results show that half the critical incidents do not fit into the analysis categories in the Brazilian competitiveness model, so nine ‘new categories’ emerged from the process. Thus, differences exist between visitors’ and experts’ perspectives on what is more important about tourism in destinations.
2012, Sustainable Development - Policy and Urban Development - Tourism, Life Science, Management and Environment
Helen L Horowitz
2020, International Journal of Business and Management
Antonio Minguzzi , Angelo A. Camillo
Abstract: Scholars have made valuable contributions to the body of knowledge in the field of tourism; thus tourist satisfaction continues to be a topic of great interest. This paper investigates strategically the determinants of tourist satisfaction in three emerging tourism destinations of South Central Italy. The study applies qualitative and quantitative methods and introduces an empirical model for evaluating the factors affecting expectation and satisfaction of the tourist. The results show that efficiency of pedestrian traffic, parking, ...
2014, Sustainable Economy and Sustainable Employment: Approaches to Measuring Sustainability in Regional and Local Labour Market Monitoring, Publisher: Rainer Hampp Verlag, Editors: Christa Larsen, Sigrid Rand, Alfons Schmid, Rolf Keil, pp.411-439
In the increasingly competitive world tourism market, tourism destination competitiveness has become a major challenge for many destinations. The paper extends the Richie and Crouch (2000) model and develops a set of indicators of destination competitiveness particularly focused on the various dimensions of sustainability. The objectives of the paper are: to test the validity of the model applying it to a unique dataset of 610 Italian destination of excellence, displaying the findings of a Principal Component Analysis performed on the indicators; to understand if sustainability issues have a certain role in the competitiveness of a destination; to analyse if education, training and skills of the personnel may in some way influence the performance of a tourist destination.
2017, Enlightening Tourism: A Pathmaking Journal
In this work we seek to identify what we see as a dysfunctional barrier in the development of environmentally and economically sustainable tourism at a local level. Changing shifts in tourism markets have led to the greater importance of sustainable tourism initiatives, which by their very nature will tend to have a locally oriented concept, as opposed to a national or international concept.The methodology used has been to apply the four case studies in such a way as to build evidence of the existence of critical success factors. In this way we seek to develop a general model for strategic evaluation. The case studies are examples of sustainable, heritage tourism operating outside major tourism destinations. We elaborate the view that top-down models tend to suffer from weakened impact, unfocused resourcing and diffusion of organizational energy at the point of delivery, due to the bureaucratic elements present in such models. Equally, bottom-up models tend to suffer from a lack of ...
2023, South Asian Journal of Tourism and Hospitality
The book, Tourism Management, Marketing, and Development is a series of chapters that address a wide variety of research concerns with a particular focus on the role of performance and strategies at the destination and corporate levels, sustainability, and advances in management knowledge and practice in the quickly expanding tourism sector. The chapters in this book are the result of the collaboration of a team of international specialists. They present original research on tourism management from a range of theoretical perspectives, as well as from different epistemological paradigms and mixed research methodologies and procedures. The volume mixes strategy, performance, and sustainability issues as linked factors in a number of the cases explored. The book also emphasizes the importance of innovation as a corporate strategy for maximizing the benefits of the digital revolution in a quickly evolving business environment.
Italy still retains a prominent role in international tourism, but finds it increasingly difficult to keep pace with the speed of growth in the sector and tends to lose its market share to its traditional European competitors, showing an evident loss of competitiveness. The importance of the development of tourism has often been erroneously overlooked in discussions of the Italian economic recovery. This paper sets out to explore the weaknesses and potential of Italy’s tourism system in order to determine ways in which governments and community can benefit from tourism and avoid its negative impacts. Italy boasts a high number of excellent cultural and natural assets, also if these advantages need to be better exploited. Cultural heritage is undervalued both in terms of tourism (number of visitors) and economically (revenue per tourist) with respect to all international benchmarks. A better understanding local government’s role in enhancing cultural and sustainable tourism is necess...
Francesca Cracolici , Maria Francesca Cracolici
2009, Tourism Management
2012, Tourism Management
2020, African Journal of Hospitality, Tourism and Leisure
The tourism industry has become more competitive with recent developments in information technology. This has assisted tourists to select the best tourist destination, often those providing the highest standard of services within a reasonable price range. This objective of this study was to develop a framework of tourism indicators that drive destination competitiveness, using a systematic review methodology. Research has confirmed that the tourism industry is more susceptible to events influencing its competitiveness than any other sectors of the economy. The interpretivistic research paradigm with qualitative methodology data was followed. A systematic review of the available literature both contemporary and secondary data on was collected. Once the collected data was sourced and sorted according to the inclusion and exclusion criteria, the information was analysed using thematic analysis. The thematic analysis identified three themes, each holding sub-themes indicative to tourism...
Federico De Andreis
2019, Open Journal of Applied Sciences
Marta Maria Montella
2014, Chinese Business Review
Abstract: The problem of competitiveness is a current one, which has to be approached not only at a microeconomic level, but also at a macroeconomic one, because, at the moment, unfortunately, the lack of competitiveness of the products/Romanian services is obvious on the internal market as well as on the external one and has consequences in the national economy.
2020, Almatourism: Journal of Tourism, Culture and Territorial Development
In the contemporary age of big data and sharing intelligence, tourism market has constantly changing scenario thanks to the unceasing communication technologies’ revolution. According to this growth perspective, cultural heritage tourism is increasing his offer quality standards, by giving evidence of its social and territorial identity value. In light of this, the research is focused on the study of hospitality places located along the Vie ROMEE maiores (Via Francigena, Via Romea Strata and Via Romea Germanica), the most famous slow tourism product in Italy, that has recently been promoted in such original ways. In particular, the paper describes the touristic system of San Pellegrino in Alpe, a village located on the Tuscan and Emilian Via Francigena route, with the final aim to suggest a touristic renovation model in light of the current Covid-19 changing scenario. Therefore, the research study shows how local stakeholders are able to foster territorial promotion activities, both...
2022, Dynamics and Challenges for major tourist destinations (Atena Editora)
Tourism plays a relevant role in the economy of countries, as it provides economic movement, income, revenue and is capable of promoting cultural diversity. However, nowadays, due to advances in technology and globalization, society is experiencing complex sequential transitions. These transformations have repercussions in all areas, such as economic, social, political, cultural, legal. Despite the recognition of tourism as an extremely relevant activity for all countries and their respective societies, there are many adversities to be aligned today. Problems such as safety, roads without structure, lack of infrastructure at tourist points, adequate information for tourists, lack of organization by the Government to receive tourists, among others. In this sense, the present work intends to analyze the dynamics and challenges for major tourist destinations, considering the current scenario of world society. It can be deduced that there is a lack of analysis and research that enable the implementation of policies and actions in the tourism sector, in order to make it possible to overcome the challenges and enjoy the benefits brought about by tourism. In addition, adequate investments are required so that the tourism sector is able to overcome the challenges that arise in the contemporary context, resulting from new dynamics and social demands.
2016, SSRN Electronic Journal
2009, WSEAS Transactions On …
Marcella de Filippo
2017, International Journal of Professional Business Review
Key Words: Specific resources, idiographic approach, innovation, tourist destination, sustainability, regional development. Given that one type of tourist does not exist and different strategies are drawn to reach the wished "extraordinary" by tourists for holidays, there are windows of opportunities to the tourist destinations, as these give them the chance for differentiated offers and for a flexibility that opposes uniformity and gives place to variety and difference. Assuming that the development of the destinations do not obey to just a standard way, and alternatively is embedded in the historical, cultural, institutional and natural matrices of the regions where destinations are anchored, then the specific resources of a place can assume the basic role of inputs for the differentiation of the tourist destination and for the diversification of its tourist offers. Taking into account the exceptionality of tourist product as an experience, which is associated with an in...
2013, Annals of Tourism Research
2012, Procedia - Social and Behavioral Sciences
Gian Marco Ugolini
The cruise industry has grown worldwide in the last decades and, today, it is often associated with high levels of pollution and overtourism. This is especially true of areas where tourism cruises are a long-established sector, such as the Mediterranean and Italy in particular, where there is growing concern of the consequences of excessive pressure on popular tourist destinations. To reduce such side effects, it is necessary to develop new and sustainable tourism management policies. Our study explores the potential of the diversification of shore excursions offered by cruise lines to relieve pressure on popular destinations. As a case study, we focus on a subset of Italian villages that have received quality certifications (Bandiere arancioni and/or Borghi più belli d’Italia) because of their artistic, historical, cultural, and aesthetic values. Thanks to their proximity to major Italian ports, these villages offer opportunities for shore excursions alternative to some classic and...
Salvatore Monni , Valentina Feliziani
This scoping study provides an overview of a detailed analysis undertaken on 76 Australian national, state/territory, regional and local tourism strategies and plans. It was undertaken at the request of the Sustainable Tourism Cooperative Research Centre (STCRC). This study aimed to compile an extensive desk top audit and review in order to create a document database and to identify current issues concerning the Australian tourism industry. Many of the strategies that emerged were sourced from local or state/territory government bodies, a result of strong government involvement in the tourism industry at the regional and local level. Often these strategies were developed based on an industry consultation process and represent the viewpoint of a number of stakeholders. The methodology applied was secondary content analysis, which is a recognised qualitative technique often applied in tourism planning (Janesick, 2000; Dey, 1993; Glesne, 1999). The primary outcome of the study was to assist STCRC in its planning for future research and to secondarily inform the national Tourism Alliance’s Australian Tourism Industry Strategy.
A specific region, characterized by a significant natural and cultural heritage, is not necessarily a tourist destination. However, it can become so if there is active participation of local stakeholders oriented towards local development. In this context, this study focuses on a specific area, the Canavese (northwest Italy), which needs to find new regional development alternatives to the industrial sector. In particular, the research focused on the level of integration of local stakeholders and on their ability to identify common guidelines for tourist enhancement of the region. From an operational point of view, a survey of public and private stakeholders was carried out through a mixed-method approach divided into three stages: a questionnaire developed by a group of experts and individual interviews carried out by the Delphi method, presentation of the results, and identification of local priorities by the nominal group technique. Findings show the opportunity to act on specifi...
2011, Esperienze d'Impresa: …
Maria Francesca Cracolici
Tourism & Management Studies , Margarida Custódio Santos
With a few exceptions, the traditional models that aim at identifying the factors that influence the competitiveness of tourism destinations are very difficult to operationalise because they need a large number of indicators to inform the concepts. This paper presents a different approach that postulates that researchers should try to identify the specific factors that impact competitiveness of tourism destinations according to the stage of the destinations’ life cycle. With the aim of identifying these specific factors, an extensive literature review was undertaken, focusing in particular on the papers that explicitly recognised that the destinations under analysis in the studies were in the mature stage of their lifecycle. From the literature review, we concluded that the specific factors able to negatively influence the performance of mature tourism destinations can be grouped into four areas. The first area concerns the deterioration of the destinations’ infrastructure; the second is related to the destinations’ management, namely the lack of a shared strategic vision among stakeholders; the third area is associated with the loss of economic vitality in the destinations; finally, the fourth area includes the impact of tourism development over the years on the territory, specifically social, environmental and cultural impacts. The results obtained from the empirical study allow us to conclude that the lack of environmental problems, not being overdeveloped in terms of construction and having maintained authenticity are all perceived by tourists as more important for the competitiveness of tourism destinations than factors normally considered more relevant, such as prices and the quality of accommodations
2007, Journal of Travel Research
Purpose. Matera is an ancient city, located in the South of Italy and known all over the world for the famous Sassi; the city has been recently seen an increasing in flows of tourism thanks to its nomination to acquire the title of 2019 European Capital of Culture in Italy. The aim of the present work is to investigate about the level of services offered to tourists, the level of satisfaction, the possible improvements and the weak points to strengthen in order to realize a high service quality, to stimulate new behaviours and increase the market demand. Methodology. The methodology applied makes reference to an exploratory study conducted with the content analysis; the information is collected through a questionnaire submitted to a tourist sample, in cooperation with hotel and restaurant associations, museums, and public/private tourism institutions. Findings. First results show how important is to study the relationship between the supply of services and tourists behaviour to crea...
Manuela De Carlo
2018, Journal of Hospitality & Tourism Research
This article aims to identify the key elements underlying a destination capability (DC) and to examine what the genesis of these factors is and how they interact to foster the destination development. The article explores a specific development process—the creation of a new product in an alpine destination (Livigno, Italy)—making use of a theoretical framework structured around four major dimensions: DCs, coordination at the destination level, inter-destination bridge ties, and destination development. The results help clarify the genesis of a DC in the context of new product development. First, the dynamics underlying the creation of a DC show that coordination at the destination level constitutes the heart of the process, whereas the integration of scattered resources in the new product plays a more limited role. Second, from a dynamic perspective, the analysis has identified three patterns (scouting, implementation, and involvement).
2019, Journal of Cleaner Production
2021, Symphonya. Emerging Issues in Management
Based on one year of intensive interaction with and feedback from practitioners, this paper provides a twofold contribution of a conceptual nature. On the one hand, it attempts to clarify the nature of the crisis in comparison with the past experiences. On the other hand, with reference to the literature on dynamic capabilities, it outlines, in an ideal-typical way, two diverging and co-existing (and therefore conflicting) perspectives of the recovery process that are summarized in – respectively – the “back to normal” and the “new normal” discourses.
Competitiveness has been identified in the tourism literature as a critical factor for the success of tourism destinations. Many studies focus on the main factors affecting destination competitiveness. Nevertheless, there is still no evidence of a significant impact of these factors on the performance of a destination. This study aims at filling this gap, by adapting and extending the Richie & Crouch’s model and applying it on a unique dataset of 610 small and medium Italian Destinations of Excellence. To reduce the large set of variables, a principal component analysis (PCA) has been performed. The dependency between the performance scores and the explanatory variables has been then analysed by an ordinary least square and a partial least square regression. The empirical findings show that a sustainable tourism policy and management is not only good for preserving the ecologic balance and for minimizing negative cultural and social impacts, but has a great importance for improving the competitiveness of a tourism destination. The model has also been applied to measure the competitiveness of two leading tourism destinations in Latin America: Rio de Janeiro and Salvador de Bahia. Despite Brazil will hosts both the FIFA World Cup 2014 and the Olympic Games 2016, the competitiveness of Brazilian tourism destinations is still not adequately studied. Primary quantitative data were collected through experts’ judgement: 277 usable responses were received in the case of Rio de Janeiro, 164 in the case of Salvador. The evidences provide tourism policy makers and stakeholders with a valuable and accurate body of data on which to base their future destination management strategies.
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The importance of the travel and tourism industry as a major contributor to the economic and social health of nations and regions throughout the world has significantly increased. Travel and tourism is now commonly viewed not only as a major source of employment, but also as a catalyst for urban and rural regeneration.
In common with all types of economic development, travel and tourism must proceed in a planned, orderly fashion. This is best achieved through the undertaking and implementation of a Strategic Tourism Master Plan.
Unlike other major industries, tourism is highly fragmented. A planned approach to tourism product development and marketing is essential if your tourism sector is to realise its full economic potential.
Strategic Tourism Master Plans should outline both an overall development strategy to guide broad development as well as clear, concise policy statements / objectives which outline specific recommendations to be implemented on the ground.
To support the strategic tourism master planning implementation process, Tourism Development International offer a range of services including Training , Study Tours and Project Managment .
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Sustainable tourism and sustainable development goals (SDGs): a state-of-the-art review of past, present, and future trends
- Muhammad Ashraf Fauzi ORCID: orcid.org/0000-0003-2137-4602 1
Environment, Development and Sustainability ( 2023 ) Cite this article
This study aims to review the role of sustainable tourism with the sustainable development goals (SDGs). The introduction of SDGs in 2015 has made sustainable tourism much more manageable within a structured and systematic set of goals. A bibliometric approach was applied based on 479 journal publications from the Web of Science database. The study explores the knowledge structure based on past influential publications (document citation analysis), current knowledge structure (co-citation analysis), and future trends (co-occurrence of keywords analysis) on SDGs implementation in the tourism and hospitality industry. Findings suggested that there are several significant clusters based on the three analyses. Theoretical and managerial implications were discussed.
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Fauzi, M.A. Sustainable tourism and sustainable development goals (SDGs): a state-of-the-art review of past, present, and future trends. Environ Dev Sustain (2023). https://doi.org/10.1007/s10668-023-04077-0
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As nuclear power continues to be seen as and important part of the global energy mix, opportunities for the supply of parts, services and materials to the sector remains in demand. Yury Aleksandrovich Olenin, president of Russian Fuel Company TVEL, tells NEI of the business’s ambitions and shares his thoughts on the state of the global uranium enrichment market.
NEI: Describe TVEL’s main subsidiary enterprises and their activities?
Yury Aleksandrovich Olenin (YAO): Fuel Company TVEL is a Russian producer of nuclear fuel, a production holding, and part of the Rosatom State Nuclear Energy Corporation. TVEL incorporates a number of enterprises that operate as subsidiaries within four complexes: separation-sublimation; fabrication of nuclear fuel; manufacture of gas centrifuges; and research and development.
The separation-sublimation complex includes JSC Angarsk Electrolysis and Chemical Plant (Angarsk, Irkutsk region), JSC Production Association Electrochemical Plant (Zelenogorsk, Krasnoyarsk region), JSC Siberian Chemical Plant (Seversk, Tomsk region), and JSC Ural Electrochemical Integrated Plant (Novouralsk, Sverdlovsk region). The main activity of the company is producing uranium hexafluoride, with the proportion of U-235 isotope enriched to five per cent
The complex fabricating the nuclear fuel includes the following companies: PJSC Machine Engineering Plant (Elektrostal, Moscow region) PJSC Novosibirsk Chemical Concentrates Plant (Novosibirsk, Novosibirsk region), JSC Chepetsk Mechanical Plant (Glazov, Udmurtia Republic), and JSC Moscow Polymetal Plant (Moscow). The plants produce nuclear fuel which is supplied in the form of fuel assemblies for different types of reactors. The fuel produced is used in nuclear power plants, propulsion reactors for the Russian fleet and research reactors.
The gas centrifuge complex comprises PJSC Kovrov Mechanical Plant (Kovrov, Vladimir region), LLC Uralpribor (Novouralsk, Sverdlovsk region), and Ural Gas Centrifuge Plant Ltd (Novouralsk, Sverdlovsk region). The complex produces gas centrifuges for the uranium enrichment enterprises and carries out research on behalf of the sublimation-separation units.
The research and development complex is principally based at the A.A. Bochvar High-Technology Scientific Research Institute for Inorganic Materials (VNIINM) in Moscow, and Novouralsk Scientific and Production Association (Novouralsk, Sverdlovsk region). It develops high performance, energy efficient, reliable and competitive equipment for nuclear facilities and improves technologies for radiochemical production and radioactive waste management.
Quality, safety and reliability are the determining parameters of the fuel fabricated by TVEL. We offer reference fuel assemblies whose characteristics and performance have been confirmed by operation in Russian nuclear plants; maximum customer focus; and a close collaboration and synergy with partners. TVEL’s nuclear fuel strategy is based on consumer needs – most importantly reliability, safety and economic efficiency.
NEI: Is JSC TVEL planning to increase its share of the nuclear fuel and uranium enrichment service markets?
YOA: Today, Rosatom’s TVEL has a 17% share of the global nuclear fuel market. Our position at this level has been stable for several years. One of the key success factors is rapid development of innovative technologies, as well as constant efforts to improve fuel safety and reduce the cost of its production. We lead the field and conduct research and development to improve the performance and customer appeal of the products, so the units we supply to our customers can be operated with the highest economic efficiency. The company remains committed to its strategic priority, which is the fullest satisfaction of our customers’ requirements. TVEL offers clients only reference product samples.
We foresee several future growth drivers. One of these is the new VVER reactors that are being manufactured and are planned for construction in Russia and abroad. Another is the TVS-Kvadrat project, which will enable TVEL to expand the geographical reach of its activities and enter a new fuel market segment for PWRs, in particular those with 17x17 fuel assemblies. In addition, of course, we are interested in strengthening our cooperation with our Chinese and Indian partners, who are committed to nuclear energy and rapidly developing it.
TVEL is actively working on the supply of zirconium products to the world market, as well as the fuel and components for the research reactors constructed abroad. The first commercial contracts have already been signed; our foreign partners are satisfied with the quality of Russian products, which fully meet their technical requirements.
With regard to the world enrichment market, the production of the enterprises is handled by two Russian companies in parallel. FC TVEL supplies its customers with ‘complete’ nuclear fuel assemblies, while JSC TENEX acts as an exporter of enriched uranium product and uranium enrichment services. In total, Russian companies’ joint share in the global enrichment market now exceeds 30%. In the coming years we expect to further strengthen our position.
NEI: Which countries does TVEL supply nuclear products at the moment and which countries are considered promising for the company in the future?
YOA: TVEL’s enterprises have been supplying fuel since the start-up of the world’s first nuclear plant, which in Russia took place over 60 years ago.
TVEL has broad competence and immense experience of fabricating nuclear fuel and fuel components for all major types of reactor. Today the geography of Russian nuclear fuel deliveries is extensive, comprising 15 countries around the world.
The company is active in Central and Eastern Europe, delivering its products to reactors of Russian design in the Czech Republic, Slovakia, Hungary, Finland and Bulgaria. It also supplies fuel assembles for plants in Ukraine and Armenia. We undertake projects in Asia, particularly in China and India, and also supply fuel to the Bushehr plant in Iran.
Since 1996, in cooperation with the Areva group, we have supplied fuel and components to Western Europe. Our cooperation with the French company has resulted in the supply of more than 3,500 ‘tetrahedral’ fuel assemblies, without a single complaint.
TVEL has its own fuel assembly design for 17x17 PWR reactors, based on the best technical solutions and materials used in the VVER sector. During the fuel design phase all test stages were carefully assessed and the fuel assemblies have been successfully operated in Western Europe.
In recent years TVEL has made significant progress in the US, and we now have a written alliance with Global Nuclear Fuel-Americas (GNF-A). For TVEL international business is among its strategic priorities and the company is open to cooperation with foreign global players in the fuel and fuel component market. The world market for nuclear energy is a delicate matter, one that calls for union rather than competition to obtain economic benefits.
NEI: Your recent agreement with GNF-A will ensure your entry into the US market. How does TVEL plan to develop this business?
YOA: In May this year we signed an agreement establishing a consortium between JSC TVEL and GNF-A. The purpose of this consortium is to license Russian-designed fuel for reactors of Western design in the US. Close collaboration with our US partner has allowed us to successfully complete all the necessary preparatory work and bring it into being.
The union of TVEL and GNF-A is exceptionally useful and well timed. A fundamentally new tetrahedral fuel design will appear in the US nuclear fuel market, which means an additional option for customers and the creation of a healthy and competitive environment. TVEL and our US partner will be able to combine our existing opportunities and the potential capacity for the promotion of Russian fuel in the US. We will provide the technology and the best practice related to the TVS-KVADRAT fuel, while our American partner, in turn, can provide excellent market opportunities and promote it.
The first contract has recently been signed for pilot operation with one of the US operators. As a result of our joint efforts, American operators will have access to a safe, referenced, high-performance, reliable nuclear fuel design.
The entry of TVS-KVADRAT fuel into the American market involves several stages: pilot operation of the fuel assemblies; licensing; and winning permits from the US Nuclear Regulatory Commission for bulk supply.
Pilot fuel assemblies for US nuclear plants will be manufactured at Russian production facilities. It is planned that commercial batches of the fuel will be produced in the US, at the facilities of our US partner, but it will include industrial cooperation with Russian enterprises.
The operators of US nuclear plants are encouraging our alliance with GNF-A. They see that it will broaden the choice of fuel. The recent contract for pilot operation with one of the operators is recognition of this.
TVEL takes as much responsibility for TVS-Kvadrat fuel as for VVER fuel – we have carefully and consistently passed all the stages of fuel qualification before starting its commercial supply.
NEI: Ukraine plans to diversify its supplies of nuclear fuel. What potential problems may arise here?
YOA: In Ukraine, nuclear power plays a key role in the energy balance of the country. We respect the actions of the operator of Ukrainian nuclear plants, which are aimed at improving safety. This is the exclusive responsibility of the Ukrainian State Enterprise National Nuclear Energy Generating Company, Energoatom.
In 2010, Ukraine aimed to improve energy safety by developing plans to build its own nuclear fuel fabrication plant. This is the only effective way to reduce dependence on external supplies. Unfortunately, because of the general situation in Ukraine this project is now postponed, and Ukraine is moving towards increased dependence on external supplies, and may import fuel from the US. This, in our opinion, is diversification for its own sake.
NEI: TVEL has developed TVS-KVADRAT fuel for reactors of Western design. In your opinion, what are the main markets for this fuel? Has it already been tested in Western reactors?
YOA: TVS-Kvadrat fuel for Western design reactors is the driver of our growth. This fuel is already in operation in Western Europe. We have recently passed a number of key milestones in the process of fuel supply to the US. The first results of testing are quite encouraging, and together with our partners we look forward to gaining a substantial share of the market. Many other countries are closely watching the operation of our fuel in Europe and are awaiting the official feedback on it.
The geography of supply of TVS-Kvadrat may be extensive. Nuclear plant operators will be able to gain access to another design of fuel, which is structurally, technologically and generically different from the units fabricated by Western companies. We see this as a real diversification in the PWR market.
NEI: Tianwan plant in China is considering the use of your new FA-4 fuel. How does it differ from FA-2M, which is currently used at the Chinese plant?
YOA: In order to increase the energy production and of the operating VVER-1000 units and increase its capacity factor, we are offering our VVER-1000 fuel assembly customers a fourth generation fuel, known as FA-4. The FA-4 technical project, with the greatest possible uranium capacity for the VVER-1000, was developed by OKB GIDROPRESS in collaboration with the Kurchatov Institute Research and Development Centre and JSC VNIINM, with the financial support of JSC TVEL. It is based on reference designs for Russian fuel.
FA-4 has fuel elements where the fuel pellet does not have a central hole. The result is an eight percent increase in the mass of fuel in the assembly. The use of FA-4, within an 18-month fuel cycle at a 104% capacity, will reduce the amount of feed fuel assemblies by 10% and cut the consumption of natural uranium by two percent.
We are ready to intensify work with our Chinese partners so we can carry out the fastest implementation of this type of fuel assembly at the Tianwan plant. The new fuel will significantly improve the economic performance of the plant.
In general, TVEL pays great attention to cooperation with our Chinese partners. We envision large-scale cooperation and very high quality sharing of expertise.
NEI: At the recent meeting in St Petersburg, dedicated to the development of new-generation gas centrifuges, you noted the positive dynamics of reducing the cost of separation equipment, both through organisational and engineering activities. Could you comment on this?
YOA: A significant effect was achieved by increasing the speed of the centrifuge manufacturing process, which made it possible to reduce the production costs. We have also had great success in developing a new generations of gas centrifuges. Tests of the 10th generation are about to end, and fundamental advances have been achieved in developing the 11th, which has superior features compared with previous generations.
NEI: TVEL has stated that it plans to increase its non-nuclear business. Could you tell us which markets you are targeting, in which countries and which products you are planning to supply?
YOA: Developing production of non-nuclear products is one of TVEL’s most important tasks. Between 2012 and 2015 income from key non-nuclear products has more than doubled. The main product lines are lithium and lithium products, calcium and calcium wire, titanium, zirconium products, rare earth elements, isotope production, autocatalysts and zeolite catalysts. TVEL sees potential in developing general industrial activity to consolidate and expand its position on the domestic market, and to expand sales of its products in European and other markets.
The basis of TVEL’s export potential in the non-nuclear businesses is the materials produced by its subsidiaries JSC Chepetsk Mechanical Plant (CMP), PJSC Novosibirsk Chemical Concentrates Plant (NCCP) and JSC Production Association Electrochemical Plant. In particular, high-purity calcium metal, manufactured at CMP by electrolysis, is one of the most highly sought Russian products abroad. Calcium is supplied to the US, France, Germany, India, the Netherlands, Norway, Slovakia, Bulgaria and other countries. In the near future CMP plans to enter the European market with a new product – calcium injection wire used for secondary steel refinement.
Lithium products are also in great demand abroad. The main competitive advantage of the lithium products of NCCP, Russia’s largest manufacturer of lithium products, is its chemical purity. This is because the useful properties of lithium depend on maximum purification, and removal of natural and manmade impurities. Today NCCP exports a wide range of commercial lithium products to Germany and other countries. The lithium products proceeds of NCCP may more than double by 2020 as a result of the ongoing programme of modernisation and capacity expansion.
About the author: Yury Aleksandrovich Olenin graduated from Erevan Polytechnic University’s Faculty of Radio Engineering in 1976 and from Penza State Technical University with a specialisation in Jurisprudence 20 years later. In 2002, he he received a post-doctoral degree for his thesis on radar detection and identification of low level targets. He has worked in the nuclear industry since 1978 holding a number of senior positions. He has been President of TVEL since June 2007.
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