2308HSL Lecture 8 Governance

2308HSL
Destination Management
Governance
Week 8
Outline of Lecture
• Definition of Governance
• Governance in Destination Management
• Examples of Governance Issues
“Governances”
• Governance as process
• Public governance
• Private governance
• Global governance
• Non-profit governance
• Corporate governance
• Project governance
• Environmental governance
• Internet governance
• Information technology governance
• Regulatory governance
• Participatory governance
• Multilevel governance
• Collaborative governance
Governance 1 - Organisation Focus
• Definition
http://www.youtube.com/watch?v=zpxBeq6W2i8
• Why governance model became important

http://www.youtube.com/watch?v=V0zemSfMWSQ
Governance 2 – General Definitions
Governance can be generally defined as the means by which an activity or
ensemble of activities is controlled or directed, such that it delivers an
acceptable range of outcomes according to some established standard. -
Pierre (2000) Debating Governance: Authority, Steering, and Democracy,
Oxford University
Governance is the process whereby societies or organizations make important

decisions, determine whom they involve and how they render account”
Canada’s Institute of Governance (2002)
The exercise of economic, political and administrative authority to manage a

country’s affairs at all levels. It comprises the mechanisms, processes and
institutions through which citizens and groups articulate their interests,
exercise their legal rights, meet their obligations and mediate their
differences - The United Nations Development Programme (UNDP)
Lecture Exercise:
• Define Destination Governance
….Who what where when…

Proportion of
organisation
types in the world
survey.
UNWTO (2010)
Proportion of
stakeholder
types in DM in
world survey.
UNWTO (2010)
World Survey
Governance
(UNWTO 2010)
Actions of DMOs
World Survey
Governance
(UNWTO 2010)
Actions of DMOs
World Survey
Governance
(UNWTO 2010)
Public Private Partnerships on the Rise.
Two perspectives on the term governance in
sustainable tourism
1 Processes for governing, “steering”, regulating and mobilizing social
action that apply for the cases being studied (Bevir, 2009; Healey, 2006).
The pattern of governing that arises may be led by government, but
equally the state may play little or no role. This general use of the
governance concept enables researchers to explore the construction of
social order, social coordination or social practices irrespective of their
specific content and context.
2) Specific trends in the roles and activities of the state in some countries
following neo-liberal public sector reforms begun in the 1980s and 1990s
(Bevir, 2009; Dredge & Jenkins, 2007; Shone & Memon, 2008). Typically,
these reforms are said to have led to a shift from a hierarchical
bureaucracy based on the state towards a greater use of networks
beyond the state, as well as markets and quasi-markets. This use of the
governance concept is firmly related to specific trends in the state’s
activities that are said to have occurred since the late twentieth century
and particularly in certain countries.
Bramwell and Lane (2011)

What is Neoliberalism?
To understand
why private
partnerships
increased we
need to know the
political economy
of our times
Aust Policies:
1.Privatisation.
2.Outsourcing.
3.Pernicious
welfare-to-
work and
industrial
relations
legislation.
4.The National
Competition
Policy
Private
Partnership
Forms
UNWTO (2010)
Tourism - Good Governance
The underlying principle of good governance is to provide
a collaborative forum in which the core competencies
of individual actors and stakeholder agencies can be
pooled to develop synergies and produce better
outcomes than would otherwise be the case.
Good governance is required to build and resource
destination management structures and processes that
provide opportunities for constructive dialogue,
information sharing, communication and shared
decision making about common issues and interests.
Wray, et al. Sustainable regional tourism destinations: Best practice for

management, development and marketing. CRC for Sustainable Tourism,
2010.
Governance therefore involves the establishment and
maintenance of appropriate collaborative structures
and processes to manage tourism across
governments, business and community interests.
Also of importance is the ability of key stakeholder

organisations involved in tourism (e.g. local
governments, local tourism organisations, business
groups, regional tourism organisations, state tourism
organisations, National Parks agencies) to develop
their capacity to support effective destination
management systems.
2010.
Effective destination management therefore requires
fostering conditions for good collaborative governance
including:
• vision and leadership;

• clear roles and responsibilities;
• clear operational structures and processes for framing and
conducting debates and decision-making positive
communication;
• engaged and participative communities;
• developing and sharing expertise and knowledge;
• transparent and accountable decision-making;
2010.
Key Questions and Issues
for
Destination Governance
1) Establishing multi-stakeholder
governance structures for tourism in
destinations
• What mixture of interests should be included in
destination governance structures for tourism?
• How can tourism structures reflect the need
for engagement at different levels – regional,
local, community?
• How can tourism trade bodies be
actively involved in destination management?
http://destinet.eu/resources/...-various-target-groups/destinet-portal-
tools/destinet-destinations-key-topics-issues-resources
2) Using strategies, plans and tools to
manage destinations
• What are the key steps to take in
preparing destination management strategies
and plans?
• What information is needed about visitors,
businesses, the environment and residents
and how can this be collected?
• What tools can be used to influence the
development and management of tourism in a
destination to make it more sustainable?
3) Monitoring the impact of tourism in
destinations
• What practical indicators can be used to show
the sustainability of tourism in a destination?
• How can the impact of tourism be monitored

cost-effectively, based on these indicators?
Model of Success
TEQ Governance
Our Charter
The Queensland Government has

identified tourism as a key pillar of the
state's economy. TEQ is responsible for
achieving social and economic benefits
for Queensland through:
1. Marketing Queensland and its world-

class destinations
2. Building unique and appealing
tourism experiences
3. Identifying, attracting, developing
and marketing major events for the
state
4. Researching and analysing tourism in
Queensland
http://teq.queensland.com/About-TEQ-
New/Corporate-Governance
Summary
Know how to:
• Define Governance
• Identify difference meanings in relation to
tourism
• Provide examples of how TEQ achieves good
organisational governance and is part of
tourism governance
Assessment: Destination Management Strategy
• 1. Transformative Experiences Defined- An overview of the term
transformative experience (an extension of the experience economy)
and describe how this approach can improve what tourists experience
and thus improve operator competitiveness. Provide case studies to
justify your conclusions. 1500 words (Student A)
• 2. Audit and Competitor Analysis -Conduct an audit of the existing

transformative experiences/settings/tourism providers of the
destination and identify providers that can potentially develop
transformational experiences. Undertake a destination competitor
analysis of transformative experiences and present the summary of
that analysis. 1500 words (Student B)
• 3. Marketing Strategy - Identify existing tourism strategies and policies

that align with a transformative destination management strategy of
your region. Provide a destination marketing strategy that focuses on
one potential market for transformative experiences in the destination.
1500 words (Student C)
The Concept
Students can use the HERO Experience destination
management program developed by the Queensland
Government to complete this assignment.
There is a subtle but significant difference between that

program and the one you will be researching and
developing.
The main difference is that the concept of transformative

experiences has extended the experience economy
concept and thus copying the Hero Experience strategy
without accounting for the conceptual difference will
mean that your assignment will not fulfil the
assessment requirements.

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2308HSL

• Why governance model became important

Governance is the process whereby societies or organizations make important

The exercise of economic, political and administrative authority to manage a

….Who what where when…

Bramwell and Lane (2011)

Wray, et al. Sustainable regional tourism destinations: Best practice for

Also of importance is the ability of key stakeholder

• vision and leadership;

• How can the impact of tourism be monitored

The Queensland Government has

1. Marketing Queensland and its world-

• 2. Audit and Competitor Analysis -Conduct an audit of the existing

• 3. Marketing Strategy - Identify existing tourism strategies and policies

There is a subtle but significant difference between that

The main difference is that the concept of transformative

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