Tourism Planning, Development, and Social Considerations - Tourism: Principles, Practices, Philosophies - page 362

Attitudes of these public bodies toward tourism development will be in uenced by the general
public is perception of the desirability of a speci c development. Creating a favorable public image is

the responsibility of the developer and the managers of all tourism supply components. The public
tourism promotion organization bears responsibility as well. If the public feels that tourism is desirable,
rational zoning regulations and administration should result. Furthermore, if principles of tourism
planning and development, as presented in this chapter, are faithfully implemented, the result should
be well-planned projects. These will be accepted in the community as welcome sources of employ-
ment and tax revenues.

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Creation and Maintenance of Infrastructure

Any tourism development will need infrastructure. Whether this is provided by government agencies
or the private developer, or both, is basically a political question. What troubles many local people is
that their taxes are spent in part to provide roads, water systems, sewers, airports, marinas, parks, and
other infrastructure that they perceive as bene ting mainly tourism. Is this fair or desirable from their
point of view? Those having a common concern in tourismmust realize that it is their responsibility to
convince the public that such expenditures by government are desirable and do bene t the local
economy. One way to achieve this understanding is through an intelligent lobbying effort. Another
approach is to address service clubs, social organizations, and school groups. A third method shows
how much money was spent by tourists or convention delegates.
Maintenance policies are also a vital factor in successful tourism development. Any element of
infrastructure, once created, needs maintenance. The level of this maintenance can greatly affect
successful tourism. An example is the promptness and adequacy of snow removal from public roads
servicing ski resorts. Another is the quality and adequacy of public water and sewage systems. Many
other examples could be given. Political in uence to obtain good maintenance can be brought to bear
by hotel and motel associations, chambers of commerce, convention and visitors bureaus, and
promotion groups. Such efforts can be very effective, because public service agencies tend to be
receptive if the demands are frequent and forceful.
Government and private industry must interact cooperatively if tourism development is to be
successful. Political friction can develop when government of cials think that private industry should
do more to help itself and businesspeople believe that the government should do more to assist them.
A knowledgeable outside consulting firm can study the situation and make recommendations in the
best interests of both factions.

Promotional Efforts

Publicly funded promotional programs are an essential part of the industry. However, the level or
degree of participation in such publicity is largely a political process. To convince lawmakers and local
political decision makers of the desirability of tourism, organizations representing tourism need
to produce accurate data on the economic impact of tourism spending. An concept is

the preferred way to view government programs. Pointing out industry diversi cation in the economy
is another good approach. Other bene ts cited could be employment, income multipliers, additional
investments, and preservation and enhancement of local industries, crafts, and the arts, as well as
building local pride and recognition.
Lobbying efforts need to be convincing and persistent. Organizations representing tourism
must have both moral and monetary support in suf cient measure to bring about successful
political in uence. Nothing succeeds like success. If tourism booms, the politicians can well take
pride in their important contribution. We repeat: As in all other aspects of the tourist business,
cooperation pays!

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