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Destination Competitiveness Meeting

Sustainability Objectives Through Strategic

Planning and Visioning

Lisa Ruhanen

The University of Queensland The School of Tourism and Leisure Management

11 Salisbury Road Ipswich QLD 4305 Australia

lruhanencom

1 Introduction

Destinations whether national state or local are

increasingly taking

their role as tourist destinations very seriously as evidenced by the al-

location of considerable funds towards tourism promotion and market-

ing Much of this funding is being directed towards the enhancement

and development of their touristic image and attractiveness Ritchie

Crouch 2000 With so many destinations competing for the tourist

dollar both on an international and domestic level competition is erce

and destinations are looking to capitalize on all of their assets to dier-

entiate themselves from their competitors This increasing level of com-

petition has highlighted the need for destination planners and managers

to adopt a more strategic focus to ensure this share is sustained in the

future Faulkner 2003 Ritchie Crouch 2000 As Ritchie 1999273

notes the growing level of international competition in the tourism

marketplace and the length of lead times for developing the major fa-

cilities necessary to meet this competition have made strategic level

planning increasingly imperative

A destinations competitiveness has traditionally been viewed in eco-

nomic terms However the advent of triple¨Cbottom line accounting in

both the public and private sectors has placed increasing pressure on

destination planners and managers to give due consideration to the

sustainable management of the environmental and social resources of

the destination This has further highlighted the need for tourism des-

tinations to proactively and strategically plan for future developments

in order to secure both the long¨Cterm sustainability of the destination

134 Lisa Ruhanen

and continuing market competitiveness as the cumulative eects of to-

days development decisions will have impacts well beyond the lifetimes

of those making the decisions Ritchie 1999

While the notion of destination strategic planning itself is not new

incorporating the requirements of sustainability into the planning pro-

cess has proven to be more of a challenge Ruhanen 2004 To address

this cases are emerging where the strategic planning methodology has

been revised to incorporate a strategic visioning phase with the objec-

tive of developing a vision for the future of the destination A recognized