tourism planning and development syllabus

TOURISM POLICY, PLANNING AND DEVELOPMENT Syllabus - BBA-TT (PU)

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Course Description

Course objectives

The aim of this course is to develop an understanding of the basic concepts of tourism planning for public and private sector community and regional tourism development, with an emphasis on ecotourism and nature-based tourism. It is to explore the interrelationships between resource management and tourism planning and development.

  Course Description

The subject emphasized on tourism planning at International, national, regional, state and local level. It is centric towards understanding of the key tourism planning and management.

Course Outcomes

By the end of this course, students should be able to:

• understand the interrelationships between resource management and tourism planning and development.
• develop an understanding of the basic concepts of tourism planning for public and private sector community and regional tourism development

Unit Contents

Course Content

Unit 1: The Purpose of Tourism Planning                                                                 5 hours

The Concept of Planning, Tourism Defined, The Planners, Goals for Development, Tourism Planning Scales

Unit 2: Tourism as a System                                                                         7 hours

The Tourism System, Demand-Supply Match, Demand, Components of Supply, Attractiveness, Services, Transportation, Information, Promotion, External Factors

Unit 3: Policy                                                                                                           4 hours

Public Policy, Private Sector Policy

Unit 4: Regional Planning Concepts                                                                          8 hours

Regional Tourism Planning Concepts, A Basic Tourism Planning Concept, A planning Process, PASOLP, Market-Plant Match, Spatial Patterns, Discovery of Tourism Potential, National Planning Policy, WTO Guide for Planners,  A competitive Position Concept

Unit 5: Destination Planning Concepts                                                                  4 hours       

Destination Defined, The Imperative of Place, Destination Planning Issues, Destination Planning Guides, Destination Zone Planning Model

Unit 6: The key players in tourism planning and management                             6 hours

The key planners in tourism planning and management: The tourist, the host community, Government Agencies, the tourism industry, other players. Case study: How the media can create a tourist attraction.  

Unit 8: Visitor management                                                                                     6 hours

Meaning and importance of Visitor management, Key perspectives on visitor management, Case study - Visitor management in Kakadu Park, Case study - Visitor management at Stonehenge

Unit 9: Tools and Techniques in Tourism Planning and Management                   8 hours

Education as a technique in tourism planning and management: Interpretation, The role of the tour guide and interpretation, Case study - Keeper talk at Wellington Zoo. Self-regulation as a technique in tourism planning and management: Key perspectives, Codes of Conduct in Tourism. Information technology and tourism planning and management: Key perspectives, Case study - GIS and community aspects of tourism in New Zealand

Text and Reference Books

Text books:.

• Clare A. Gunn and Turgut Var (2002). Tourism Planning: Basics, Concept, Cases (Fourth Edition). New York: Routledge.
• Peter Mason (2003). Tourism Impacts, Planning and Management. Oxford: Butterworth-Heinemann.

References:

• Inskeep, Edward (1987), Comprehensive National and Regional Tourism Planning, WTO
• Mill, Robert Christie and Alastair Morrison (1985), The Tourism System: An Introductory Text, Englewood Cliffs, NJ: Prentice-Hall
• David L. Edgell, Sr., Maria DelMastro Allen, Ginger Smith and Jason R. Swanson (2008). Tourism Policy and Planning: Yesterday, Today and Tomorrow . Oxford: Butterworth-Heinemann.
• Short Name N/A
• Course code TDP 307.3
• Semester Eighth Semester
• Full Marks 100
• Pass Marks 45
• Credit 3 hrs
• Elective/Compulsary Compulsary

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Tourism Policy, Planning, and Development

General overview.

Tourism policy, planning, and development are all very connected and do not just occur when a geographic area decides to be a tourism destination. Policy, planning, and development are included in numerous aspects of communities.

continue but from different perspectives. An example would be the use of the destination/product lifecycle, discussed later. It is important to understand what tourism planning and development are individually as well as collectively. Planning is essential to effective development. Tourism is not always a beneficial industry for a geographical area, but without planning tourism can damage the area, including natural and cultural resources (Morrison et al., 2018). A destination might consider “Who, What, When, Where, Why” when working on a tourism plan. The same can be considered for tourism development, as well as other topics included in this alternative textbook (e.g., marketing and promotion).

Tourism Policy

A policy is essentially a course of action taken by some organization or institution (e.g., government, business, educational institution). A tourism policy as defined by Edgell et al. (2008) “is a progressive course of actions, guidelines, directives, principles, and procedures set in an ethical framework that is issues-focused and best represents the intent of a community (or nation) to effectively meet its planning, development, product, service, marketing, and sustainability goals and objectives for the future grown of tourism” (p. 7). Stated more simply, Hall and Jenkins (1995) suggest “tourism public policy is whatever governments choose to do nor not to do with respect to tourism” (p. 7-8). A tourism policy is essentially a framework including guidelines, goals, and initiatives to work toward achieving the goals. Where as an act by government, such as the Travel Promotion Act of 2009 establishing Brand USA, is a law or statute.

A policy for international travel is having a current passport and for many countries a Visa. The application for a Visa to visit a foreign country allows countries to approve who may visit the country and not allow individuals for a variety of reasons (e.g., security threat). The U.S also has the Visa Waiver Program, which is an agreement with  40 countries allowing citizens of those countries to visit the U.S. for business or leisure travel purposes for up to 90 days without a Visa, provided they meet other requirements (U.S. Department of State – Bureau of Counsular Affairs, n.d.). The countries with the Visa Waiver Program also allows U.S. residents to travel to the respective countries with fairly similar criteria. The purpose of requiring a Visa is to regulate travel between countries. The Visa Waiver Program is an agreement to allow citizens of certain countries to visit without having to obtain a Visa if certain criteria are met. This essentially makes it easier to travel between the respective countries.

The International Trade Administration includes a Tourism Policy Council (TPC) to ensure national decision-making considers the national interests of travel and tourism (International Trade Administration, n.d.). The TPC provides resources to help with such issues or challenges as recovering from disaster, and links to Center for Disease Control (CDC), and many other potential issues or challenges for travel and tourism in the U.S.

At more local levels, Morrison et al. (2018) suggest tourism destinations can develop policies for development, marketing, tourist experiences, human resource issues, tourism organizations (e.g., structure), relationships throughout the community, quality assurance, and supporting services (e.g., safety and security).

Policy Setting Process

There are a series of recommended steps for the establishing policy (Morrison et al., 2018). First, identifying and assessing the circumstances related to the issue. This includes understanding contraints that you and/or will face. Constraints can be internal (e.g., locals’ awareness of tourism, training and education of employees in hospitality and tourism, budget) or external (e.g., economy,  price of gas, natural disaster). The tourism organization/local industry has more control or ability to do something about internal constraints, while have little or no control over external constraints. For example, nothing can be done about bad weather or if a natural disaster occurs. However, if locals are not aware of tourism in the local community, education and information can be shared to make locals more aware. This step in the process can also make you aware of new opportunities (e.g., an attraction to develop, new target market).

The next step is typically to create a policy statement to provide guidelines, goals, and initiatives to help guide the organization, destination, etc. While not directly a policy statement, most CVB vision statements include something that provides a guideline with somewhat vague goals. For example, it might be to maintain and/or improve the quality of life for residents of the destination by promoting the destination for tourism and conventions, which would include an economic goal. A policy statement for this vision would be more specific with the goals and initiatives identified to fulfill the goals.

Consultation with government, local tourism businesses, and any other stakeholders is next. This step is to get feedback about the policy statement. Following the consultation and depending on the outcome, the policy statement might be rewritten or modified. Next would be another round of consultation and then rewriting until the the policy statement is approved.

Now is time to implement the policy statement. This will include identifying specific roles of individuals, committees, organizations, etc. This step also includes developing the budget and timeline for the initiative(s).

Finally, those involved evaluation the policy. Were the goals achieved? Why or why not? However, you do not wait until the end of the established timeline for the policy to evaluate. There should be constant assessment to identify if you are likely to achieve the goals. Remember there are numerous constraints that are external (e.g., weather, natural disaster) that might dictate the need to adjust the initiatives and other efforts related to the tourism policy.

Tourism Planning

Prior to tourism planning it is important to consider other types of planning for a community or geographic area. Planning is not new. Gunn and Var (2002) indicate physical planning goes back to early Greek and Roman times. Planning is done to manage visual appearance and land use. However, planning incorporates many disciplines and perspectives: “Planning is a multidimensional activity and seeks to be integrative. It embraces social, economic, political, psychological, anthropological, and technology factors. It is concerned with the past, present, and future” (Rose, 1984, p. 45).

Gunn and Var (2002) suggest when plans (not only tourism, but community, etc.) are created they often include very high or lofty goals and it is difficult to actually achieve such goals for numerous reasons. Planning is very vague and has no real theory behind it. For community plans the general goal is a better place to live. For tourism planning the goal might be to provide visitors with a good experience. As stated earlier, an effective  tourism plan can also maintain or even improve the quality of life of residents, not just economically but the attractions provide activities for local residents as well as tourists.

Morrison et al. (2018) offer three primary reasons for tourism planning. The first two are related to impacts, to maximize the economic benefits and minimize damage to resources (i.e., natural, environmental, cultural). Another reason for a tourism plan is that tourism is constantly changing for many reasons (e.g., visitor expectations, needs, motives; politics; economy; technology). As a result, the plan needs to be adaptable.

Not all destinations have a tourism plan. Some reasons for not having a tourism plan include (Morrison et al., 2018):

• Objections – it should be taken care of by the private sector and there is no need for a formal plan.
• Cost – includes market research, consultations, and a lot of time.
• Complex – tourism is affected by numerous things, such as government policies, dynamic of the community and stakeholders.
• Diversity – various sectors involved directly or indirectly in tourism.
• Seasonality – in many destinations the jobs related to tourism can be seasonal (e.g., beach destinations, snow skiing destinations).
• Unpredictability – keep in mind the numerous things that affect and make tourism complex (e.g., natural disasters, crises, politics, economy).

Gunn and Var (2002) add the following tourism planning barriers:

• Lack of awareness of tourism impacts – which is ironic because it is a reason for a tourism plan.
• Do not understand tourism development – there needs to be a plan for developing tourism and then maintaining and even upgrading tourism (e.g., attractions, facilities, etc.).
• Inadequate infrastructure – might have deteriorated attractions, facilities, etc.
• Unorganized – no leadership to guide the process.
• Politics – usually various opinions among stakeholders (e.g., businesses, government, other stakeholders).
• Lack of hospitality training.

However, there can be serious consequences of unplanned tourism. In general, unplanned tourism is not likely to be sustainable tourism economically, environmentally, socially/culturally.

Tourism Planning Models or Approaches

Morrison et al. (2018) provide a seven step tourism destination planning model:

• Background analysis – including a SWOT analysis and assessments of government policies that affect tourism, inventory analysis (e.g., attractions, accommodations, restaurants, etc.), current demand for tourism at the destination.
• Research and analyses – identify/map locations of the inventory analysis, market survey of current visitors (e.g., motivations, what they like to do) and non-visitors (e.g., why have they not visited?, awareness of the destination, image/perception of the destination), competitive analysis (e.g., who are your competitors?, how can you differentiate your destination from competitors? what do and can you work to improve?).
• Where are we now? (position statement).
• Where would we like to be? (vision statement). Then, identify critical success factors or ways to measure and determine if you achieved your vision.
• Setting goals, establishing strategies, and setting objectives – develop a policy or (e.g., stimulate the economy). Set goals or achievable outcomes. Identify alternative strategies to achieve goals and select the most desired of the alternatives given environment or conditions (e.g., economy, resources, politics). Set objectives which are more short term goals to help monitor if you are going to achieve your longer term goals. If not, remember a tourism destination plan should be adaptable, which is the next step.
• Develop a plan – identify organizations and people to be involved and their roles, funding sources and budgets for different aspects of the plan, activities to implement your plan.
• Implement and monitor the plan – While the plan should be developed by input and participation by numerous stakeholders, it is generally implemented by a local tourism agency or organization (e.g., CVB). But, there should be committees derived of various stakeholders to which the agency is accountable. This helps monitor progress of implementing the tourism destination plan and adapt if needed.
• Evaluate the plan – measure performant of the various parts of the plan against the goals (e.g., did you achieve the goals? Why or why not?). Use the evaluation to see if and how you might adapt the plan moving forward.

Tourism Development

The tourism destination plan helps guide development of tourism. Destinations will be at various stages of development. So, it is not that the tourism plan is just for a destination just getting involved in tourism. As suggested by Mason (2003). development and change for destinations occurs as time progresses. The characteristics, motives, preferred activities and attractions, and many other things change over time and destinations redevelop to remain competitive. A fairly common way to view this is commonly referred to as “Butler’s Tourism Area Lifecycle”. There are five main stages to Butler’s Life Cycle (Butler, 1980):

• Exploration – at this stage there might be some tourism but not really an effort to provide traditional or common tourism attractions, facilities, etc. This stage mostly include tourists visiting facilities and local resources used by residents.
• Involvement – this is the beginning of the destination offering some facilities for tourists. The destination begins to more formally organize and provide or improve infrastructure, some attractions, and facilities for tourists at a local level.
• Development – the destination begins marketing and promoting the destination. This stage also begins development from outside organizations and/or businesses. The destination will begin to develop and look more like a noticeable tourist destination. More and more tourists will likely visit the destination as development progresses.
• Consolidation – at this stage the rate of increase in visitors will begin to decline. The rate of development will also begin to decline. Residents may become opposed to tourism with all of the non-locals who are in the community and there is more traffic and congestion. Some of the older attractions, facilities, etc. may also begin showing degradation.
• Decline – number of visitors will be begin to decrease as competitor destinations might have more appealing attractions, infrastructure, etc. The degradation of attractions, infrastructure, and other aspects of the destination will continue and possibly turn into what Butler (1980) refers to as a “veritable tourist slum” (p. 9).
• Rejuvenation – this outcome can occur by development of a new man-made attraction, which is likely to be followed by improvement of surrounding attractions, facilities, and other tourist needs. However, if competitor destinations also rejuvenate, the competition will remain and rejuvenation might be much less or possibly not rejuvenate and potentially decline. Another way Butler (1980) suggest rejuvenation can occur is to utilize natural resources that might not have been part tourism product throughout previous tourism development and marketing and promotion.

Butler (1980), as well as many other tourism scholars, suggest all of these efforts or stages of Tourism Area Life Cycle should be a collaborative effort within the community. For example, the government could offer incentives for private development of a new man-made attraction.

There are a number of potential ways to develop tourism. One way is to develop a “flagship” attraction, which are major attractions like a theme park (e.g., Disney Land, Disney World) and/or utilize natural attractions (e.g., ocean, lake, National Park). Gunn and Var (2002) offer recommendations for tourism destinations to develop destination zones. The zone would have clusters of attractions (e.g., museum districts) and a corridor connecting the clusters with some form of transportation. Clustering attractions provides tourists with more to do in a closer area so they spend more time at attractions and less traveling between attractions. The destination zone and clustering is a great example of planning and development and how integrated the two initiatives should be.

Morrison et al. (2018) suggest tourism involvement should be holistic. The holistic view would include consideration of the product (e.g., attractions, events, support facilities, transportation, infrastructure, etc.). Respective destinations could also ensure people (i.e., hosts, guests) are included to ensure there is community awareness and  inclusion of local businesses, organizations, and residents. Morrison et al. (2018) also suggest visitor management (e.g., signage) and identifying the visitor mix of the destination. Packages (e.g., all inclusive, hotel and tickets to attraction) and programs (e.g., events, festivals, other activities) could also be developed to attract more tourists. However, destinations should approach tourism development and/or redevelopment from a sustainable approach to avoid overtourism (i.e., too many tourists).

Sustainable Tourism Development

Tourism development should also be sustainable and include the three impacts of tourism (i.e., economic, environmental, social/cultural).

The United Nations (n.d.) proposes 17 goals to consider for economic development, which include economic (e.g., “No Poverty”, “Decent Work and Economic Growth”, environmental (e.g., “Clean Water and Sanitation”, “Affordable and Clean Energy”), and social/cultural (e.g., “Good Health and Well Being”, Quality Education”) goals. The 17th goal is “Partnerships For the Goals”, which are very important for tourism destinations, not only in tourism destination planning and development, but other aspects such as marketing and promotion.

Relating development back to the impacts of tourism (i.e., economic, environmental, social/cultural). Sustainable development should include these impacts. Morrison et al. (2018) through applying the triple bottom line to tourism offers some examples of efforts for sustainable development in each of the three areas:

• Social – include residents, be sure development improves or at least maintains locals’ quality of life.
• Environmental – protect resources, educate visitors and residents of ways to protect resources.
• Economic – new employment opportunities, increase spending of visitors, find ways to have businesses purchase locally to minimize leakage.

Tourism Development Strategies

Various strategies exist to develop tourism. For example, flagship attractions (e.g., large amusement parks, National Parks) can provide something unique to market and promote. Development of clusters of attractions (e.g., museum districts) provide several attractions near each other so visitors do not have to drive long distances between attractions. Such districts could also include development of a circuit or trail for transportation via hiking or biking. Aside from man-made attractions, events can be developed by destinations to highlight such things as cultural or other unique aspects of a destination.

Considering all of the possible options of tourism development provides a holistic view. Not only the examples of attractions and events, but packages and programs can developed. Destinations need to also consider all of the elements of tourism in development (i.e., attractions, infrastructure, transportation, built/support facilities, service quality/hospitality). Again, not only businesses and organizations directly involved in tourism, but all stakeholders (e.g., residents, other local businesses) should be included and/or given the opportunity to provide feedback regarding the tourism development plan.

The general goals of tourism development should include improving visitors’ experiences, improving the local economy, not damaging natural resources, and integration throughout the destination so that tourism attractions and venues are not isolated from the rest of the community (Gunn & Var, 2002). Such goals of tourism development require all three sectors (i.e., private, non-profit, government) to be involved and collaborate.

Tourism Development Roles

The private sector, non-profit, government, and local community (e.g., residents) should be involved in tourism development. The private sector role is entrepreneurial and operations (Morrison et al., 2018). The entrepreneurial role is to identify investors to develop man-made attractions, accommodations, food and beverage, and other facilities for tourists. Once built their role becomes to hire workers, manage the operation and ensure it is successful. After all, they are taking a risk as entrepreneurs.

As discussed in the Tourism Organizations section, the non-profit organizations include CVBs to market and manage the destination, chambers of commerce, associations such as a local sports association to attract sporting events to the destination. The CVB typically works with all stakeholders and leads the marketing and sales (e.g., conventions, trade shows) for the destination. Chambers of commerce might be the tourism marketing and sales organization in smaller destinations. However, many of these non-profit types of organizations collaborate with each other, as well as with private or for-profit-sector (e.g., members of CVBs) and government (e.g., hotel tax dollars as a funding source). Non-profit organizations might also operate such things as museums and historical attractions, as well as festivals and events. Such organizations might be local cultural organizations.

The government really does not manage tourism attractions. However, there are exceptions, such as National Parks. Government roles are to stimulate development of tourism, as well as establish and enforce procedures, codes, such as zoning (e.g., business, residential). Government might also get involved for the following reasons: bankruptcy of an attraction where the government needs to help the business in some way, ensure cultural aspects of the community are conserved, encouraging private sector development, find ways to work with potential attractions and other elements of tourism provided through the private sector where businesses may have concerns about being profitable (Morrison et al., 2018).

Government might fulfill some of the above reasons for their role in tourism development by offering incentives (e.g., tax breaks) to entice development by the private sector. Government might also offer a piece of land for private sector development, which lowers the businesses cost to develop at attraction, supporting facilities, or other element of tourism.

While the sectors may have relatively unique roles in tourism development, it is also important the cooperate with each other for the good of the destination. Edgell and Haenisch (1995) offer a model whereby there are times each will work independently of the other two sectors, times when two sectors work together (e.g., private sector and government), and times when all three work together. Edgell and Haenisch (1995) call this “coopetition”. For example, while attractions compete within the destination for tourists to visit respective attractions, if all stakeholders cooperate the develop and manage tourism, the destination will do better overall.

Project Development Analyses

Prior to developing an attraction, hotel, or other element of tourism, there should be an assessment or analysis to determine the feasibility of being successful. Private sector developers who need be profitable will typically do feasibility studies. This may start with a pre-feasibility study, which is essentially to see if the project is even viable. For example, does the project make sense given what the destination already offers? Pre-feasibility studies might be conducted by whatever company or organization is interested in the project. If it does, the next step would be a more robust feasibility study to identify such things as potential sites for the product being considered, assess the market demand of the project, projected revenues and expenses, capital costs to develop the project, and will there be enough return on investment (ROI) if the project is developed. The full feasibility study is often conducted by an independent consulting company to minimize biases. The feasibility studies helps the company or organization identify if the project should move forward or not.

The market demand study within the full feasibility study would include secondary and primary research. Secondary research would include existing data, such as hotel metrics (e.g., supply, demand or rooms sold over a given period of time, occupancy, average daily rate (ADR), and revenue per available room (REVPAR) if the project is a hotel. Primary market analysis requires collection of data. This can include surveys (e.g., visitors of the destination to determine if the potential project is of interest), focus groups to get in-depth insight as to the interest of visitors. Surveys can also be conducted to potentially identify potential demand for the project.

If a project is not intended to be profitable, such as one being developed by the government or non-profit organization, a cost-benefit analysis can be conducted. Such a study essentially identifies the potential benefits to society are worth the cost of the investment.

Butler, R. W. (1980). The concept of a tourist area life cycle of evolution: Implications for management of resources. Canadian Geographer, XXIV (1), 5-12.

Draper, J., Woosnam, K. M., & Norman, W. C. (2011). Tourism use history: Exploring a new framework for understanding residents’ attitudes toward tourism. Journal of Travel Research, 50 (1), 64-77.

Edgell, D. L., Allen, M. D., Smith, G., & Swanson, L. E. (2008). Tourism policy and planning: Yesterday, today and tomorrow . Elsevier Inc.

Gunn, C. A., & Var, T. (2002). Tourism planning: Basics, concepts, cases (4th ed.). Routledge.

Hall, C. M., & Jenkins, J. M. (1995). Tourism and public policy . Routledge.

International Trade Administration. (n.d.). Tourism Policy Council (TPC). https://www.trade.gov/tourism-policy-council

Mason, P. (2003). Tourism impacts, planning and management . Elsevier Butterworth-Heinemann.

Morrison, A. M., Lehto, X. Y., & Day, J. G. (2018). The tourism system (8th ed.). Kendall Hunt.

Rose, E. A. (1984). Philosophy and purpose in planning. In M. J. Bruton (Ed.), The spirit and purpose of planning (2nd ed., pp. 31-65). Hutchinson.

United Nations. (n.d.). Department of Economic and Social Affairs: Sustainable Development. https://sdgs.un.org/goals

U.S. Department of State – Bureau of Counsular Affairs. (n.d.) Visa Waiver Program. https://travel.state.gov/content/travel/en/us-visas/tourism-visit/visa-waiver-program.html

GHL 2365 - Tourism Copyright © 2024 by Jason Draper is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License , except where otherwise noted.

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Sustainable Tourism Planning and Development Principles of Marketing

Course Lecturer Name(s):  Naline Ramdeen-Joseph

Course Director Name: Same as above

Course Lecturer(s) Contact Information:  [email protected] (473) 444 4175 Ext 3747

Course Director Contact Information: N/A 

Course Lecturer(s) Office Hours:  Monday- Thursday 1:00-3:30pm Friday 1:00-3:00pm appointment via Zoom   

Course Director Office Hours: N/A

Course Lecturer(s) Office Location:  Upstairs Building C

Course Director Office Location:  N/A

Course Support:   Tracy Fortune – [email protected] Ext 3373; Mahalia Charles- [email protected] Ext 3863

Course Management tool: To learn to use Sakai, the Course management tool, access the link https://apps.sgu.edu/members.nsf/mycoursesintro.pdf

COURSE DESCRIPTION

Sustainable Tourism Planning and Development is a seminar based course which provides students with the framework, guidelines, theoretical knowledge and practical tools which influences and impacts the development of  the Tourism Industry locally, regionally  and internationally. The concept of sustainability and sustainable development provides the underpinning philosophy in this course as students reflect on the socio- cultural, economic and environmental impacts of Tourism Development on destinations. The use of conservation and preservation principles, models, case studies, products and destinations will be examined in an effort to  anticipate, appreciate and incorporate emerging challenges and trends impacting the industry.

COURSE OBJECTIVES 

This course aims to:

• Explain the importance of  Tourism Policy, Planning and  Sustainable Tourism Development  
• Explain the various  instruments and guidelines used to implement policy and planning  issues
• Explain the concept of Sustainability and the framework of Sustainable Tourism Development
• Discuss the role of regional and international standards and code of practices in the promotion of Sustainable Tourism Development- Agenda 21, Green Globe, Blue Flag etc.
• Analyse the economic, social-cultural and environmental dimension of Sustainable Tourism Development
• Demonstrate how natural and cultural preservation and conservation practices can promote the importance of biodiversity and its importance especially for small island states
• Explain the role of key stakeholders in Sustainable Tourism Development- Private Sector, NGO’s, Visitors, the Host Population and the Public Sector
• Demonstrate how Sustainable  Tourism Development  enables visitors’ to observe and understand environmental and cultural relationships 

STUDENT LEARNING OUTCOMES 

By the end of this course students will be able to:  

• Demonstrate knowledege and critical thinking skills with issues relating to tourism policy, planning and sustainable tourism development
• Explain the concept of  sustainability and the framework of sustainable tourism development
• Describe the role of key stakeholders in sustainable tourism development- rivate
• Sector, NGO’s, Visitors, the Host population and the public sector
• Demonstrate knowledge of sustainable tourism economic, social-cultural and environmental dimension of sustainable tourism development
• Apply sustainable grading of attractions in Grenada and home country as applicable 
• Use international standards and code of practices in the promotion of sustainable tourism development- Agenda 21, Green Globe, Blue Flag etc.
• Use effective oral and written communication skills in sustainable research paper and presentation 

PROGRAM INTENDED STUDENT LEARNING OUTCOMES MET BY THIS COURSE:  

ISLO-3 : Students will be able to demonstrate effective written and oral communication skills

ISLO-4: Students will be able to critically think, motivate and collaborate to solve business problems. 

ISLO-11 Students will be able to demonstrate knowledge of legal, ethical, and global standards in the Tourism and Hospitality Industry.

SAS Grading Scale Grades will be assigned as follows:

A  = 89.5% or better

B+ = 84.5 - 89.4%

B  = 79.5 - 84.4%

C+ = 74.5 - 79.4%

C = 69.5 - 74.4%

D = 64.5 - 69.4%

F = 64.4% or less 

Course Materials:

There is no prescribed text for this course, but information will be extrapolated from reading materials, articles, cases studies, web sources and information relative to course topics.  In addition, guest lecturers will also be invited to share their expertise in specific areas.   

Supplementary Readings/Resources:

• Text:  Sustainable Tourism Management, John Swarbrooke 1999 (CABI Publishing)
• Tourism and Sustainability: Principles to Practice, 1997, Edited by M.J. Stabler
• EcoTourism: David Weaver 2001 Published by        John Wiley 

Websites: http://www.un.org/esa/sustdev/csd/iclei.pdf

http://microlinks.kdid.org/events/breakfast-seminars/tourism-sustainable-developmentstrategy-systemic-supply-chain-approach

TEACHING METHODOLOGY

Lectures / Case Studies /Groups / Online/ Practicum

Course Requirements and Percent of Grade:

This course will be evaluated based on a combination of  presentations, papers/essays, case studies and a midterm paper and presentation and final research project. 

The final research  project must receive the approval of the Lecturer and will involve the application of key concepts, principles, standards and models taught in the course as well as those created/developed by  the students. 

Final and Mid Term Essays/assignments are due one week before scheduled exams where applicable. Dates/deadlines will be given by the Lecturer ) Written papers and PowerPoint presentations should be free of grammatical errors, thoroughly documented and references comprehensive and from a variety of sources. The APA style will be utilized for all written assignments.

Mid Term Exam: Create a Tourism Product Inventory of Grenada under the headings of Natural attractions, Cultural attractions, and Manmade attractions.  

Based on the rating scale given by the lecturer, place them into categories of: High Market Attractiveness Attractors and Low Market Preparedness Attractors

Final Exam: 

In pairs, and in not more than twenty pages (20) develop a 3-year sustainable tourism plan for Grenada. Papers can utilize headings, graphs, and diagrams. 

The various evaluation criteria will be weighted as follows

RUBRIC for GRADING PAPERS 

Rubric for the Individual Assignments Where Applicable

Rubrics for Class Presentations

ATTENDANCE & CLASS PARTICIPATION :  

• Unexcused absences will affect final grade
• Assignments must be handed in by the stipulated date. Failure to do so will result in marks being deducted
• Rules of attendance for this course are enforced in accordance with those outlined in the St. George’s University Student Manuel (9)

LATE SUBMISSIONS 

Please note the due dates on all submissions. Every day that an assignment is late will result in 5 points being deducted per late day from the assignment score.

Academic Integrity

It is expected that all presentations, papers, and coursework are the original work of the students, with proper credits given to the sources of all referenced material.

School of Arts and Sciences Master Syllabi — Info for All Sections

The St. George’s University Student Manual (2019/2020)  states as follows:

“ Plagiarism is regarded as a cardinal offense in academia because it constitutes theft of the work of someone else, which is then purported as the original work of the plagiarist. Plagiarism draws into disrepute the credibility of the Institution, its faculty, and students; therefore, it is not tolerated ” (p. 48).

Plagiarism also includes the unintentional copying or false accreditation of work, so double check your assignments  BEFORE  you hand them in.

Be sure to do good, honest work, credit your sources and reference accordingly and adhere to the University’s Honor Code. Plagiarism and cheating will be dealt with very seriously following the university’s policies on Plagiarism as outlined in the Student Manual.

Your work may be subject to submission to plagiarism detection software, submission to this system means that your work automatically becomes part of that database and can be compared with the work of your classmates.

“ Students are expected to attend all classes and or clinical rotations for which they have registered. Although attendance may not be recorded at every academic activity, attendance may be taken randomly. Students’ absence may adversely affect their academic status as specified in the grading policy. If absence from individual classes, examinations, and activities, or from the University itself is anticipated, or occurs spontaneously due to illness or other extenuating circumstances, proper notification procedures must be followed. A particular course may define additional policies regarding specific attendance or participation ” (p. 9).

“ All matriculated students are expected to attend all assigned academic activities for each course currently registered. Medical excuses will be based on self-reporting by students. Students who feel they are too sick to take an examination or other required activity on a specific day must submit the online SAS medical excuse, which is available on Carenage. Students are only allowed two such excuses a year. Upon consultation with the Director of University Health Service, the third excuse will result in a mandatory medical leave of absence. The policies regarding make-up examinations are at the option of the Course Director ” (p.46).

For additional specific examination policies and procedures, refer to the St. George’s University Student Manual (2019/2020), pages 31 through 37.

“ A student with a disability or disabling condition that affects one or more major life activities, who would like to request an accommodation, must submit a completed application form and supporting documentation to the Student Accessibility and Accommodation Services (SAAS) located in the Dean of Students Office. It is highly recommended that students applying for accommodations do so at least one month before classes begin to allow for a more efficient and timely consideration of the request. If a fully completed application is not submitted in a timely fashion, an eligibility determination may not be made, and accommodations, where applicable, may not be granted prior to the commencement of classes and/or examinations ” (p. 8).

It is the responsibility of the student to read and understand the policies, laws, rules and procedures that while they could affect your grade for a course, have not been specifically outlined in the course syllabus. These are contained in the  St. George’s University Student Manual .

Ready to Apply?

Tourism Planning and Development, Undergraduate Certificate

Learn to create memorable experiences for travelers with IU Online’s Undergraduate Certificate in Tourism Planning and Development. This flexible, online certificate program prepares you for a career in destination marketing organizations, tourist attractions, travel businesses, and tourist leisure services.

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Course Delivery : 100% Online

Total Credits : 18

In-State Tuition Per Credit : $317.26

Out-of-State Tuition Per Credit : $412.44

Cost of attendance may vary by campus. View the total cost calculator

Certificate Overview

The Undergraduate Certificate in Tourism Planning and Development provides coursework in global geography, marketing, travel trends, and travel segmentation. Elective courses cover such topics as marketing, cruise line management, sports tourism, ecotourism, and tourist behavior. 

You’ll graduate with an Indiana University certificate respected by employers worldwide—and you can work on yours anytime and anywhere. Plus, you’ll enjoy personalized support services throughout your academic journey.

To apply to this program:

• Complete application for admission.  
• Complete an essay (applicants with fewer than 26 credit hours).  
• Submit high school transcript or equivalent (applicants with fewer than 26 credit hours).  
• International applicants may be asked for additional materials.  

Priority Application Deadlines:

Fall semester (first-year freshmen): May 1

Fall semester (non–first-year students): Jun 1

Spring semester: Dec 1

Summer session I: Mar 15

Summer session II: May 1

Note: This program is not eligible for financial aid.

Career Outcomes

Your IU Online Undergraduate Certificate in Tourism Planning and Development prepares you for such careers as:

• Travel agent 
• Corporate travel consultant 
• International travel consultant 
• Auto travel counselor 
• Tour coordinator 
• Tour sales representative 
• Cruise director 
• Travel customer service representative 
• Reservations agent 
• Ticketing agent 

Certificate Requirements

To earn the Undergraduate Certificate in Tourism Planning and Development, you must complete 18 to 19 credit hours.

Requirements are broken down as follows:

• Tourism planning and development core courses (12 credit hours) 
• Tourism planning and development elective courses (6 credit hours) 
• Industry internship recommended (1 credit hour) 

Find course descriptions with our Search Schedule of Classes/Courses tool .

Find the answers you need or start your application. We’re here to help!

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School of Health & Human Sciences

Tourism Planning and Development Certificate

Earn a certificate in tourism planning & development.

Imagine the places you’ll go with an educational background in tourism planning & development.

In this certificate program, you’ll analyze travel trends to better understand the patterns, principles, and management of popular tourist destinations. Depending on your interests, you’ll also have opportunities to learn about visitor behavior, sports tourism, cruise line management, and other special topics.

The industry is full of destinations to explore, you’ll discover career opportunities in marketing organizations and at tourist attractions, travel businesses, and tourist leisure services.

In three years or fewer, depending on your schedule and courses offered, you can earn this credential. 

Eligibility

• The certificate in tourism planning & development is open to current students, regardless of major, and can be pursued as a stand-alone degree or combined with an associate’s or bachelor’s degree.
• In order to enroll in our certificate program, you must already be admitted. If you are not currently admitted, you will need to meet the admission requirements. Visit IU Indianapolis admissions for more information.

Certificate requirements

• Complete a minimum of 18 credits in accordance with the specified curriculum.
• Earn a minimum grade of C in each course.
• Maintain a minimum 2.0 overall grade point average.
• Declare a minor or certificate
• Explore the curriculum
• Online option

We’re here to provide academic support. Contact the SHHS advising team for answers to all your questions.

If you want more information about admission to our programs, visit our undergraduate admissions page .

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Academic Misconduct

Edith Cowan University has firm rules governing academic misconduct and there are substantial penalties that can be applied to students who are found in breach of these rules. Academic misconduct includes, but is not limited to:

• plagiarism;
• unauthorised collaboration;
• cheating in examinations;
• theft of other students� work.

Additionally, any material submitted for assessment purposes must be work that has not been submitted previously, by any person, for any other unit at ECU or elsewhere.

The ECU rules and policies governing all academic activities, including misconduct, can be accessed through the ECU website.

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OBE Syllabus TPD 1st sem

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