Organizational Structure of Tourism National Tourism Organization State tourism secretariat Government agency within larger department Quasi-public tourism agency Private industry model

NTO’s Mission Increase employment Stimulate investment Improve standard of living Maximize foreign exchange Promote sustainable tourism development Preserve natural areas through tourism Protect and preserve cultural heritage Develop social impact assessment models Maximize social benefits through increased tourism

Government Role in Development Active Own businesses Tax incentive Other legislation Passive Indirect through legislation passed for another purpose Land management practices

Regionalization Combines resources for more effective development Increase marketing effectiveness (Mississippi Valley Partners) Establish and Identity and Image Bring public and private interests together

Types of Regional Organizations Public Private Quasi public Product specific Multi-state or Multi-city

Funding Room Tax Membership dues Attraction taxes Food and Drink Entertainment (gambling) Special use (sporting goods) Airline (departure, visa) Gas taxes

Community Level CVB Chamber DMO

Reasons for Community Organization Accepting Change Resource Analysis Community Awareness Industrial Legitimacy Opportunity Recognition Cooperation, Communication and Compromise

What should a community organization do? Budget and Finance Communication Education and Training Research and Data Collection Promotion

DMO Outputs Inventory Analysis Visitor Profiles Establish Use zones Delineate distinctive features Plot critical zones Establish use objectives Formulate an Action Plan Initiate Limits of Acceptable Change Process