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Ongoing Engagement

Successful tourism at a destination level relies on a partnership between a wide-range of stakeholders. Many destinations succeed in gaining input and having stakeholders participate in ‘Destination Planning’, however, few manage to keep those stakeholders engaged throughout the ‘Implementation’ and ‘Destination Performance’ stages.

Australia’s Long-Term Tourism Strategy recognised this challenge and has formed multi-sectoral working groups each with a responsibility for implementation of different strategies to ensure stakeholders remain engaged.

Lessons for successful ongoing engagement of stakeholders include:

  • Be specific: having specific projects or strategies to address will keep stakeholders engaged. The Mackay Whitsundays RTIIP Implementation Group focussed on a number of catalyst projects to focus stakeholders.
  • Allocate funding: for implementation, including a Project Manager if possible, this will ensure progress continues and projects progress.
  • Measure success and celebrate the wins: the Far North Queensland Economic Development Strategy from the late 1990’s set the benchmark for ongoing engagement through an online reporting program showing progress on each initiative through a percentage completed progress bar until a project was completed with regular reporting both internally and externally on progress.
  • Having strong leadership to continue to inspire progress at an operational level. The Lake Eyre Basin Ministerial Forum is an excellent example of leadership and ongoing engagement.
  • Partnership Agreements: can help to formalise ongoing engagement, moving beyond simply having a responsibility allocated in a project plan.

Destination Management Tip

Stakeholders need to be engaged throughout the entire destination management process, not just in the planning phase.


Browse case studies:

Network Structure Of Tourism Operators In Three Regions Of Australia

This report provides a summary of three individual project components that identify the interaction between tourism organisations in the study regions. This interaction was found by determining the networks of relationships between organisations. This report compares the three individual projects for their usefulness and provides recommendations on the further development of a tourism organisation network analysis method.

by Chris Cooper, Noel Scott, Roger March, Ian Wilkinson, Christof Pforr and Graham Thompson

Public/Private Partnerships For Sustainable Tourism

The objective of this report is to provide a framework for the sustainable development of the travel and tourism industry in the APEC region, through public/private partnerships, and to deliver a sustainability strategy for tourism destinations.

by Terry De Lacy, Marion Battig, Stewart Moore, and Steve Noakes

Regional Tourism Cases: Innovation In Regional Tourism

The purpose of this book is to bring together a range of research cases focusing on regional tourism destinations in Australia and New Zealand. The key objective is to explore the structures and processes used by regional destinations to foster innovation. The eleven case studies represent many different types of destinations and many different forms of tourism.

by Dean Carson and Jim Macbeth

Sustainable Regions Executive Summary: Airlie Beach, Mackay Region, North Stradbroke Island & Winton

In responding to global concern over climate change, Queensland is moving to become a world-leading ‘guilt-free’ destination. Tourism Queensland is working towards building sustainable destinations and supporting global best practice in tourism through its Sustainable Regions program. Prepared by EarthCheck, this Final Report signifies the conclusion of the Sustainable Regions pilot program delivered in five regions: Airlie Beach, Magnetic Island, North Stradbroke Island, Pioneer Valley/Cape Hillsborough and Winton.

by EarthCheck