Organizational Structure of

Tourism
National Tourism Organization

State tourism secretariat

Government agency within larger department
Quasi-public tourism agency
Private industry model

NTOs 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