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Organizational Structure of Tourism

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

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Organizational Structure of Tourism

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

  2. 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

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

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

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

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

  7. Community Level • CVB • Chamber • DMO

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

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

  10. 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

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