a during the
area workshops directed
needs eect 4
ceds, establish action teams, and
—, Phi a ae
process of this project. Planned wer
to adapt recommendations to loc:
monitor progress.
Within one year, several ste,
A subsidiary of the Finger Lakes Association’ « ny Ivi
was established to assist development of tourist ea v
tions. In cooperation with the U.S. Travel D ate
search and Information Ce
dl crati J
N¢ Cooperation exhibited
ca Series o
al
Ps had been implemented (Tunney 1992).
ing Loan Fund,
ses and attrac-
| Data Center, a Regional re-
Shed. A special study of the
see yuga Sections of the New York
Canal System was initiated. New Cooperation became a reality among the
several entities important to tourism: Regional Planning Boards, all four-
teen county administrations, the three Economie Councils, fhe Thruway
Authority, and the Regional Economic Development Partnership Pro-
gram, Urban Development Corporation.
This project differed from one performed by an outside consultant
because it was led and performed by organizations within the region. (C.
A. Gunn acted only as a catalyst and report writer.) It promises a high
degree of implementation because of the commitment by these organiza-
tions. It represents a bold and innovative approach by a tourist agency
that in the past was focused primarily on promotion.
SCOTLAND
In recent years, national tourism agencies such as the Scottish Tourist
Board (STB) have entered into a period of transition. Although their past
policies had concentrated primarily on promotion, they have begun to
examine their and need for change. ‘
In ie co Strategic Group made pertinent Le oe to
‘he STB (Pollock 1996). Emphasized was the need for establis! ine oe
integrated network of communication that modern computer - ad gy
Would allow. The focus was on new techniques, databases, and networks
tomer serv-
he i i management, and cus er
be Reon a tee that would link all entities
Tourist Boards. Typically, this
“uch as businesses and the several Area Hit avalon nad cand
‘fort was directed toward marketing rather
mee development.
© STB has stated its mission as:
tland through the promotion and developm:
of jobs and wealth for
“generation S anc
on of tourism” (Corporate
Sco rourism Planning
204 Tow
concept of “development” had remained primg.
Plan 2000). However, the
AM private sector and local levels, such as the
rily the responsibility of the
Area Tourist Boards.
Realizing the need for an objective evaluation, the consulting firm of
Price Waterhouse Coopers was engaged to make a thorough investigation
of the policies and practices of the STB (STB Management Review
2000), This evaluative report observed several new trends in tourism that
suggested a new approach was in order: greater tourist choices of destina-
tions and greater demand for quality, greater competition, changes in
technology, stronger emphasis by governments on the economy, greater
need for accountability, and need for greater partnerships.
This evaluative report was approved by the STB November 3, 2000. A
summary of this detailed study revealed five main categories of change
needed for the STB:
+ The needs and interests of tourist businesses require higher priority.
+ Needed is an entirely new organizational structure,
+ External parties need greater emphasis by STB.
A strengthened framework for the tourism sector is needed.
New funding will be needed to meet newer objectives.
The process used by the consultants was intensive and thorough rather
than politically superficial, It included observations of a board meeting,
meetings with five focus groups, telephone interviews, meetings with
trade unions, and research of literature and Internet.
Several important conclusions were reached. Major was the need for
the STB to sharpen its past ambiguous role into greater focus on the
tourist business sector and its relationship to the tourist. Although mar-
keting was still in the agenda, new functions would include a business
advisory service, new support programs, and new cooperation with other
support organizations. Recommended were greater ties to outside public
and private entities, such as Forestry Commission, Scotland Arts Council.
Scotland Museum Council, Scottish Enterprise, Scottish Executive and
Parliament, Scottish Tourism Forum, Historic Scotland, Scottish Natural
Heritage, National Museums for Scotland, Local Authorities, and
Sportscotland, Emphasized was the need for much closer linkage with the
several Area Tourist Boards, Another very important recommendation
was the need for new measures of STB’s achievements rather than only
visitor numbers and expenditures. 4
This new awareness of Scotland’s tourism opportunities and environ-
mental needs was followed by the Tourism and Environment Forum—
Operational Plan 2000 to 2003. Its mission statement: 205
benefits to Scottish tourism
of our world-c natural and
This comprehensive and realisti plan has four main aims:
1. To deliver
Search and environmental capacity informa-
tion to the i
2. To ensure the industry adopts good environmental practices and
capitalizes on the advantages they bring.
- To promote sustainable use of key national resources.
pw
To ensure a national and local integrated approach to tourism and
environment opportunities.
For each of these aims, specific doable objectives and their “provi-
sional tactics and measures” are identified along with naming responsible
action parties, public and private. This outstanding approach to creating
and maintaining sustainability provides a blueprint for bridging tourism
economics and resource protection, a lesson with universal application.
Table 6-4 illustrates priority objectives and lead partners for these aims
and objectives.
Of special importance to tourism in Scotland are its built heritage,
including prehistoric, stone structures, Georgian houses, Victorian facto-
ties, castles, formal gardens, and World War II defenses. A major measure
was enacted into law in 1991 to protect this heritage, the national agency
of Historic Scotland (Historic Scotland 2000). Responsible to the
Secretary of State, the purpose is to safeguard the national built heritage
and promote its understanding and enjoyment, It Owns and manages over
330 properties visited by over 2.9 million visitors a year. Although sup-
ported primarily by government funds, the agency obtains approximately
one third of its revenues from retail sales, Corporate events, and admis-
sion fees. Most of the work is performed Jointly with local authorities,
other organizations, and educational institutions. of great concern is
underwater as well as terrestrial archeology. Staff provide technical assis-
tance to those who engage in historic reuse, particularly for tourism.
Grants and awards are substantial and are not only Protecting Scottish
heritage but also enriching the traveler and resident experiences.
Of great aid to Scotland as well as Wales, England, and Northern
Ireland is the United Kingdom Heritage Lottery Fund (HLF) established
in 1993 (Safeguarding Heritage 2000). Its stated mission is:
‘ lity of life by safeguarding and enhancing the heritage of
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