CU-Sustainable tourism planning and development

cultural disputes are settled with the aid of local government officials, locals, members of the community, nongovernmental organizations, and travel operators. The study of tourism has prompted more in-depth thought about cross-cultural interaction and communication. Analyses of various forms of intercultural conflict have advanced the conversation on ways to protect cultural heritage and preserve traditional cultures (Robinson and Boniface 1999). Cultural tensions also prompt reflection on the limitations of tourism development and ethical issues with travel. Should host guest interactions continue to be based on cultural relativism? Can or ought to tourism development modernize traditional cultures? To avert cultural conflicts, both tourists and host communities must cultivate intercultural competency and tolerance of cultural difference (moving beyond ethnocentric thought patterns and imperialist acts) (noticing the positive aspects of tourism development together with an appreciation for their own cultural heritage). Future studies on this subject should examine the function of middlemen in tourism, the economic context of intercultural disputes, and the value systems prevalent in the cultures of tourists. A better comprehension of these problems may help to mitigate cultural tensions in tourism. Synergy between tourism and Environment : How to integrate natural conservation, more tourists, and revenues was the main difficulty facing tourist locations, among other things. The general consensus was that tourism and the environment were closely intertwined, and it would not be overstating the case to say that a healthy environment was the primary resource for the tourism industry. Having said that, the management of solid waste not only had an impact on the specific tourist destination but also posed significant environmental sustainability challenges, as Jammu and Kashmir's bureaucratic administrative and managerial system tended to take environmental degradation and overuse of resources for granted. The synergy between sustainable tourism and nature protection is countered by incompatible infrastructure, a lack of inventive and timely decisions, a lack of cooperation between various involved organizations and agencies, and other factors. In Jammu and Kashmir, the departments in charge of tourism and housing and urban development in particular had to take a lot of the burden, but the less said about their actual contribution, the better. Additionally, it's possible that the Tourist Development Authorities established for the purpose are unaware of their projected great contribution to boosting tourism and handling ancillary concerns. In actuality, succeeding State Governments consistently redefined their overall leadership in building the necessary infrastructure for the ease of incoming tourists in Jammu and Kashmir with a huge and wide scope of tourism marketing. These include how the solid waste produced as a result of the tourist influx was skillfully handled to achieve high natural values, cleanliness, and attractiveness, thus acting as a lure for future visitors.

However, after reading and evaluating the current scenario, we are forced to reach the conclusion that the situation is far from satisfactory. The fundamental tenet is that a tourism destination's capability and ability depend on its carrying capacity, environmental resilience, and sociocultural activities. If the system didn't have a scientific way to dispose of the generated solid waste, the environment of that particular location might be in danger. The fact that the aforementioned departments fell short of expectations, in addition to drawing harsh condemnation from the general public, has aroused the ire of the State High Court as well. The absence of cutting-edge solid waste treatment facilities, at least for key tourist locations, has not been dismissed by the court. The Prime Minister, on the other hand, stressed the importance of the drive for cleanliness as an accepted routine, which included ensuring cleanliness in all areas, including the most significant locations in the nation that served as tourist hotspots, and extended as a corollary towards scientific management and disposal of solid waste. Consider Patnitop, one of the most well-known and popular tourist attractions in the Jammu region. Despite earlier attempts at proper solid waste management, Patnitop still lacks such a system. The problem was not solved by simply providing a few dust bins because it remained unclear whether there was the necessary infrastructure in place for its scientific disposal. Moving the garbage from one location to another did not address this issue. The same tale applies to the tourist attraction of Bhadarwah, Kishtwar, and all other potential locations: apathy, a lack of taking genuine interest, and a slow response time. Making plans and projects with extremely attractive potential outcomes but seeing them delayed at various points of authority and eventually swallowed by red tape is merely a pointless exercise. However, the real question is how new locations were created and promoted in a way that put them on the tourist map, not just how the quantity of travelers increased. The construction of these locations was continuous and unceasing, but it was equally necessary to maintain the environments of the destinations as prim, clean, and appealing as possible. The biggest concern is how long will these leverages last, as they may currently offer us a small cushion to accommodate our passivity and uninterested approach. Let the relevant authorities talk the talk and walk the walk. Tourism Conservation model: 1. Improve tourism operations & guidelines: The Improve Tourism Operations and Guidelines concept concentrates on minimizing the detrimental effects of tourism on species and habitat. The importance of reducing the effects of nature-based tourism is supported, in part, by the vast volume of travel that takes place in natural areas, especially in developing nations. Tourists and tourism service providers alike are increasingly aware of the importance of minimizing their impact, but this is due to a variety of factors, including improved integration and communication of \"Global Sustainable Tourism Criteria\". Within the Improve Tourism Operations and Guidelines model, we will explore some of the tools and methods used to engage and educate the tourism industry and visitors in sustainable tourism principles.

Tourism and Conservation : Today's global culture and economy include leisure and tourism, which is only second to the oil sector financially. Although tourism is a vibrant industry, it can be harmful to the host town if it develops too quickly. When an area is overdeveloped, the resources and values that initially drew tourists are destroyed. The site's and its accompanying infrastructure's capacity shouldn't be exceeded with good design. This preparation is based on research concerning the origin, socioeconomic status, purpose, and duration of stay of the visitor, as well as their impressions of the host nation. In order to ensure coordination of activities for their mutual benefit, it is crucial that a code of practice be agreed upon to guide the growth of tourism and protection of cultural assets. Mr. A. Stirling, Director General of the National Trust of England, proposed adding seven points to this system. The first Stirling principle states that growing any tourism potential requires the creation of comprehensive tourist development plans. Any strategy for developing the tourism industry should start with the core tenet that conservation, seen in its broadest sense, benefits from tourism. The constitutional purposes of local tourist and leisure departments and ali trust entities should include this principle. The promotion of their totalitarian agenda is a major job for national agencies. One fundamental issue is that the so-called torist indostry is difficult to distinguish due to its numerous dissimilar components. Heritage sites are significant economic and cultural assets, therefore it is inevitable that individuals whose everyday duties or interests involve them will publicize, advertise, and promote them. The site management will typically lack the skills to complete this task in a cost-effective manner, but it should still have a say in how it is carried out to maximize benefits and minimize drawbacks for conservation. For marketing purposes, the Heritage Site is a good that must be accurately and favorably described in order to draw customers, including repeat visitors. It should be crystal apparent what amenities are accessible, their size, and their nature. Given that media coverage is more cost-effective than advertising, all facilities and support should be made available to press visitors. To avoid damaging the reputation of the Site and its administrators, high-quality design should be used in all publicity materials and advertisements. The target audience should be carefully defined and what they are likely to be interested in should be established before any publicity-related expenses are incurred. This still holds true even if someone else is handling the national agency's publicity. It is possible to promote the cultural heritage site to the general public and tour operators in a way that aids in visitor management. It is possible to highlight areas that are less likely to be congested or to list the best times of day. In order to affect the demographics of the people who see advertisements, they can only be placed during specific times of the year or in specific media. Long admissions lines are not ideal. They decrease visitor happiness and clog parking lots and the site. It is occasionally advised that each heritage site has a visiting capacity that should not be

exceeded at any particular moment. This has been demonstrated by observation, and while no one denies the peak number, The feeling of crowded has a natural limit that can be considerably reduced by restricting access to comfortable one. Investigation into the typical stay duration can serve as a foundation for estimating the maximum number of visitors to the location at every time. Frequently, there is a Policy disagreement between Heritage Site managers that desire visitor statistics that the Sites are not, restricted tourist boards that are broken or Businesses that want to use the sites designed to draw tourists to the area. There won't be any problems solved until this conflict has been resolved, yet those organizations either owning or running the website is in the ideal position to exert control. Needs of Visitors: In order to get the most from his visit to a heritage site, the tourist must be prepared for this intellectual excursion. Most people go to a cultural heritage site for a day trip, a change of scenery, or to tell their family and friends back home. Some people read this article because they have an interest in archaeology, architecture, or their cultural history. Making the visit enjoyable and fascinating for everyone is part of the manager's responsibility in order to enhance political support for conservation, acquire foreign cash, create jobs, and generate income. Some visitors can leave with a greater interest in their culture than when they arrived. The following is necessary for all guests: -A warm welcome and assistance with any issues or mishaps, -A well-maintained, clutter-free website, -The telling of the tale. -Information on local taboos and religious or cultural attitudes, -Security and security for themselves and their belongings, -An understanding of the monument site and its treasure. Tourists are defined as guests who spend the night away from home under an international agreement. These individuals will require lodging, dormitories, campgrounds, dining establishments, and other forms of transportation. They might seek stores that cater to their particular demands. Heritage Sites must provide some of these since without them, their culture won't be available to anybody. It calls for cooperation between government agencies and the private sector and is outside the scope of the site managers' typical duties. Given that the destination is part of their heritage and that they frequently outnumber \"tourists,\" the requirements of national visitors should come first. Visitor Management: It will be required to apply visitor management strategies if the volume of visitors is too high to prevent people from enjoying themselves, from properly appreciating the heritage site, or from physically harming historic objects and remains.

In any case, these methods frequently enhance income or lower maintenance expenditures. The Site shouldn't need to be shut down or charged higher access fees unless absolutely essential. If there are counter attractions close by, excessive visitor pressure will be lessened. Heritage sites that are well-known and promoted with no local rival attractions are the most at risk. Tourist boards should be requested to help create counter attractions or to direct attention to lesser- known Heritage Sites with spare capacity instead of publishing fragile Heritage Sites. If there is a reservation system for coach parties and a cap on the number admitted at any given time, peak loadings can be lowered. Small adjustments to arrival times can significantly reduce pressure. Alternative routes are helpful for visiting parties so that if several come at once, they can be divided or one can be carried a little further. By laying down strip covers of carpet, canvas, rubble, etc., wear on noors can be decreased. Brick or stone walls can occasionally be replaced without losing their quality. By changing the line of footsteps about a meter from one side to the other, brass can be revived. It is difficult to fix harm caused by hundreds of hands touching you or by human breath. In some circumstances, controls to keep individuals out may be necessary. Crowds within buildings can cause the relative humidity to reach harmful levels. Visitors should be able to explore heritage sites at their own pace since they could find that organized groups move too quickly or slowly. or are guided by guides who are fluent in a different language. When individual viewing is impossible due to security concerns or a lack of space, guided tour groups should go at varying speeds and offer guests the option of a short or slower, more in-depth tour. The inherent tendency for visitors to turn left upon entering a location should be accommodated for in visitor routes. The placement of shops should force site visitors who are leaving to enter them and consider making a purchase. A plan should be made and professional management guidance should be obtained whenever visitor management is being planned or reviewed. The brochures created by the tour companies are very appealing (>ften listing the major landmarks in a nation without specifying how much viewing time is permitted. Tour companies in Paris give visitors 18 minutes to enter and take in the beauty of Notre Dame, but they do not turn off the engines of their buses, adding to air pollution. Although this is an extreme situation brought on by fierce competition among tour operators, it is important to acknowledge the pressures in order to safeguard tourists, tourist destinations, and local culture. The benefit of conservation should be applied nationally and regionally to a sizable amount of the money made through tourism. Saying that only a small amount of the proceeds from international tourism go to the host town, which provides site employees, guides, stores, food, and local transportation, may oversimplify the situation. and much less money is set aside for the preservation of the monuments, groups, and locations. Despite being taxed, the earnings made from sightseeing by huge hotel chains and foreign tour operators cannot be correlated to the advantages they derive from specific locations and are prone to creative accounting.

The government faces a severe challenge in resolving this conundrum: it may impose budgetary measures that might be circumvented, or it could include a tourist tax in Visa fees. Entry fees should be implemented so that tourist services may be improved without reducing the funding for conservation efforts. To promote a spread of peak loadings, they might be changed from day to day. They provide the most accurate indication of how fascinating and engaging the Site is. When individuals pay, they will want value for their money and soon voice their complaints. Funds raised through catering or the sale of publications, images, illustrations, guides, souvenirs, and other items can be utilized to improve the website and benefit visitors. When fees are first implemented, there will likely be some complaints, so it could be essential to provide locals free passes and permit free access on one (silent) day a week or after a specific hour. The fee might be optional, but those who choose not to pay would still need to pass the turnstile and employees, making it difficult for them to enter for free. Wherever possible, a single fee should apply to the entire heritage site as this generates the most revenue and incurs the fewest staff costs. One ticket may be marked at each entry point if there are many buildings to enter. Some options might be provided if there are many attractions charging admission fees in order to make the entire ticket price acceptable. It must be made extremely clear in each instance what the possibilities are. In general, physical arrangements and persuasion should be used to manage visitors. There should be as few rules, prohibitions, and police presence as possible. The major deciding element for choosing options for tourist development should be the best long-term interests of the people working in any host town. The crucial issue for developing countries is how to protect the long-term interests of the local community in light of the impact of global tourism. It will be far too simple for the cultural harmony in secluded and stunning valleys to deteriorate. The community starts to reject tourism and torment visitors when the income divide between locals and visitors becomes too stark. This also occurs in popular tourist destinations around the world like Rome, where tourists are the main targets of thefts. The solution might lie in gradual planned development that keeps the distance between visitors and the local population manageable. Even though tour operators may believe they are in compliance with the Manilla Convention, they will fail to grasp this issue. The fickle five-star package vacation clientele is typically catered to by global tourism. They are the least considerate of the neighborhood since they want to impose their own cultural norms. Due to their reliance on foreign funding, five-star hotels rarely benefit the neighborhood. The young adventurers with their knapsacks and bedding rolls stand in stark contrast to the

luxury tourism industry. They don't bring much money, and the locals could find their brash attitudes shocking. It is necessary to promote the middle class of tourism, which will include many nationals. Small, modest motels can accommodate small groups that are much more likely to be interested in the local way of life. Locals may fund and manage these motels for their own financial gain. Such projects should be supported by the government. Programs for education should encourage visitors to appreciate and comprehend the local way of life, culture, history, and religion. These elements should be considered in tourist policy. The study of national history, art, or social studies in the classroom should be tied into schoolchildren's excursions to heritage sites. If schoolchildren don't like their trip, they can avoid other cultural heritage sites for a long time and not take their own kids there. Although it can be challenging to keep them interested, it is not in the long-term interests of conservation to have them expect the best only to be let down. It was intended that they not corne at all. Making visits delightful and fascinating requires considering the interests and attitudes of the visitors rather than the resource of which one is proud. This can be challenging for administrators of heritage sites who habitually put the resource first. It will be helpful to have tourism, visitor management, presentation, and marketing experts. A number of significant stories can be told about a UNESCO World Heritage Site's history, including how it was built and/or destroyed, who lived there, what happened there, how it was used in the past, and possibly the tales of the famous artifacts that have been gathered there. It is important to be selective when presenting the heritage site and choose the narrative that will appeal most to the audience. The most favored genre is always human interest. Before work begins, the goals of the presentation of the Heritagc Site should be spelled out explicitly, agreed upon, and reassessed in light of experience and evolving trends. The presentation mediums must be selected to be as successful as feasible for all types of visitors while maintaining the aesthetics and ambiance of the heritage site. For instance, during daytime hours, son et Lumiere equipment could ruin historic walls or the entire set. Signs that provide information could distort the view or harm the wizard due to their fixes. The following types of media can be utilized for presentations: -Teachers and human guides I -Plans, pamphlets, notices, plaques, guides, souvenir books, and reference books If demand warrants it, several distinct languages may be employed. Lettering needs to be large enough to read. -Museums, exhibitions, models, construction-material samples, replicas of artwork, photographs, or coins Diaramas, listening stations, and portable tape players

-Movies, TV, video, tape/slide shows, plays, music, son et lumiere, and accent lighting Media usage mistakes are simple to make. The rule to be followed is to determine what is being conveyed and to whom first. Do not automatically duplicate what other heritage sites have done, as it might not work even when it appears to. On the other hand, putting too little effort into presentation is also bad. On all World Heritage Sites, a sizable expenditure and knowledgeable counsel are probably required. Long audio-visual presentations must be really good, and typically, one Q..IS minute is the maximum allowed length. The script for \"Son et lumiere\" must be dramatic and historically correct despite the fact that it will be much longer. Due to the significant costs, only a small number of Heritage Sites will be profitable. Sometimes views that offend some readers from other countries can find their way into the text. Archaeological excavations are particularly fascinating, and it is important to explain them to the public so that work is not halted. It is necessary to make viewing simple. Every day, information needs to be updated. When new discoveries won't complicate issues with tourist management, they should be made public in the press. A heritage site's story will be more easily understood if visitors may interact with actors portraying historical figures, see or even participate in historical reenactments, hear ballards, or experience \"son et lumiere\" with live actors. The actors must be well-publicized and present at the appropriate times. The program ought to appeal to the target audience. There will be a need for some artistic license even if no incorrect information should be presented. The potential/harmful aesthetic consequences of tourism should be minimized in the design of new structures, locations, and transportation networks. Infrastructure should include pollution control measures. When it comes to areas of outstanding natural beauty, human-made structures should be kept as far away as feasible. The issue of a clash of cultures is back, pitting advanced international standards against a vulnerable local culture that is struggling to live and requires protection. Some multinational hotels have succeeded to blend into the neighborhood through good architectural design that is attentive to the local style, although these are extremely uncommon. New development may blend into a rural setting by building low, two-story residential scale pavilion structures. Indefensibly damaging to historic locations and invasive in the landscape are modern transportation plans that only take the motor vehicle into consideration. Above all, using the assistance of landscape architects can and should be properly planned. Motorways are significantly more obtrusive than railroads and, due to their width and technical feats like cuts, viaducts, and bridges—even though these, if well constructed, can have some dramatic value—can decrease the scale of the landscape. The visitor service goals should be stated in the heritage site's management plan. To guarantee that there are no conflicts, the objectives will need to be negotiated with the government, local government, and tourist boards. They might focus on raising revenue from admission fees and other sources, increasing visitor numbers for the benefit of tourism-related enterprises, lowering the number of visitors to lessen congestion, aggravation among visitors, or damage to the heritage. There are useful differences

that can be established between tourists, beachgoers on holiday, city daytrippers, school groups, conference delegates, and visiting experts. There may be many objectives for each in the plan. Welcoming the Visitors: The single most crucial element in whether or not visitors have a pleasant experience is the staff's attitude toward them. There should be a clear source of assistance in case of accident or difficulty, and each visitor should be welcomed as personally as possible. Any specific risks, such as noxious plants, animals, thievery, etc., should be mentioned. Being robbed, especially of important items like sports equipment, cameras, and exposed films, ruins a visitor's experience more than anything else. Even if visitors are prone to theft or damage, custodial staff should present them as welcoming guests who can be assisted. No matter how bothersome the visitor is, it is crucial for all workers to have a polite demeanor at all times. Wherever visitors might get lost, signs and notice-board-sized maps outlining the arrangement of the Heritage Site should be put up, including at the bus and car parks. They should be fixed in a location where they won't harm historic buildings or obstruct vistas. It is useful to closely observe visitor behavior. Notices and illustrations It goes without saying that the website should be well-designed, made of sturdy material, with enticing lettering and properly selected colors. They should all adopt the same fashion guidelines. The type of sign used for directions or warnings ought to be different. Human guides must be accurate and of high caliber. They should either hold a license or be employed by the management of the heritage site. A management duty should be to provide them with suitable training. School parties should be invited but should first get a briefing on the website in a location designated for that purpose, ideally indoors. Employing teachers to assist in the explanation of the Heritage Site by the kids' own teachers is a good idea. Teachers who are visiting the school should stop by to tour the facility and receive a briefing on the groups they will be bringing. Books with illustrations by Weil that serve as mementos of visitors' trips can be a lucrative business as well as photo post cards together with manuals on other topics. Vandalism and Damage: Vandalism breeds boredom, and the better the greeting and presentation, the less likely it is to happen. Many of the additional security issues can be managed with proper management and sporadic police intervention. Although there are no well- documented studies on the damage that tourism causes to the environment, circumstantial evidence suggests that it is significant, driving up the cost of conservation. At order to avoid disturbing worshippers with noise or flash photography, visitors should be respectful and silent in sacred places. They should stay on the trails, refrain from picking up wild flowers, and not drop chewing gum, rubbish, or trash. Site Maintenance: The easiest approach to prevent litter is for workers to pick up any that is dumped right away. Litter bins need to be empty before they are completely full. If there are no trash cans somewhere, less litter is thrown in some nations. It is better if the organizers are forced to remove any clutter, special equipment, stands, etc., as soon as the event is done when a portion of a heritage site is utilized for entertainment or special events. Special filming usage of a

heritage site might be financially rewarding and generate positive press. However, strict regulation is required to keep movie and television teams from irresponsibly harming the resource. Their illumination produces heat that can harm artifacts and pose a fire risk. Parking lots need to be kept tidy. Puddles or muck should be filled in, and signs warning against theft should be placed where necessary. Large parking lots detract from the aesthetics of heritage sites and should be avoided altogether by proper siting, or at least be divided up by mounds, planting, and landscaping. They shouldn't be so close to the site that it would be visually distracting, but it could be necessary to make arrangements for special transportation for the elderly or the disabled. A senior employee must be chosen by the site manager to serve as the fire officer. The removal of potential risks and routine inspections are the responsibility of the Fire Officer. Every six months, there should be a public Cire practice. Fire Hunting and salvaging efforts need to be reheard. Important factors to take into account are the local water supply and the Fire Brigade's reaction time. The Fire Officer must warn people about the risks posed by picnic fires and smoldering cigarettes; before entering a wooden structure, people should leave their cigarettes and matches outside. The seven guidelines put forth by Angus Stirling are reiterated following to wrap things up: I. In order to maximize any tourism potential, comprehensive tourism development strategies are a necessity. 2. That both conservation, in the broadest sense, and tourism profit from it should be a core tenet of any plan for the development of the tourism industry. 3. Both nationally and regionally, a sizeable amount of tourism-related earnings should be used for conservation purposes. 4. The primary deciding element in choosing possibilities for tourist development should be the best long-term interests of the people living and working in any host town. 5. Educational initiatives must to encourage and help visitors respect and comprehend the local way of life, culture, history, and religion. These elements should be considered in tourisfi policy. 6. The possible harmful aesthetic consequences of tourism should be minimized in the design of new structures, locations, and transportation networks. All forms of infrastructure ought to include pollution prevention measures. When it comes to areas of outstanding natural beauty, human-made structures should be kept as far away as feasible. 7. Effective management should define the appropriate level of tourism development and offer controls to uphold that level.

8.4 SUMMARY Cultural tourism is defined as \"movements of persons for essentially cultural motivations such as study tours, performing arts and cultural tours, travel to festivals and other cultural events, visits to sites and monuments, travel to study nature, folklore or art, and pilgrimages,\" by the United Nations World Tourism Organization. We broaden this term to include visitors taking part in cultural events, whether or not that is the main reason they are traveling. In Florida, cultural tourism is a booming industry. More than 100 million people visit our state each year, and at least one cultural activity is engaged in by 65% of those tourists. These tourists go farther and stay longer than other tourists. Making a strategy to draw cultural tourists can have an impact on your business's bottom line in addition to establishing your community as a destination for culture and the arts. Tourism related to conservation is not properly accounted for. Because of incomplete data on the set of enterprises to be included, the lack of a well-established accounting protocol to measure, compare, and aggregate the social and environmental contributions, and third because the raw data for such accounting exercises are rarely available, it is difficult to determine the net economic, social, or environmental contributions of conservation tourism enterprises, either individually or collectively. Only a few specific private reserves have had their accomplishments thoroughly examined. The importance of various conservation tourism mechanisms varies. Even while there are numerous potential ways that commercial tourism could support conservation, in actuality, some are significantly more important environmentally than others. At various spatial scales, certain mechanisms may be more or less significant. Generally speaking, even though they are heavily promoted by tourism industry organizations, mechanisms that involve small changes to commercial tourism operations to lessen local environmental impacts or small cash or in-kind contributions to conservation groups, local communities, or parks agencies are unlikely to make any significant contributions to conservation. Similar to this, there is little to no evidence that eco-certification and awards, despite the industry's emphasis on them, truly make any net marginal contribution to conservation, especially given that they concentrate primarily on environmental management methods. One strategy to promote, empower, and revive less favored rural communities is through the proposed methodology and guidelines for the management of cultural values in rural areas. As part of the SY CULTour initiative, the 10 pilot areas where the aforementioned criteria were tested showed some encouraging trends. The most encouraging social outcomes are those that resulted from putting the guidelines into practice in the pilot areas: local communities started creating cultural products for their own benefit as well as for the general revitalization of the social area, allowing them to engage in worthwhile leisure activities, charitable endeavors,

community integration, or the development of personal interests. The preservation of cultural history, a person's internal and exterior identity being strengthened, as well as community representation, are other good outcomes. The partners' project-related experiences show that the economic benefits take time to materialize and that more time will be needed for the tourism product to start producing some added value and new job possibilities. The partners also came to the conclusion that it takes quite some time to activate cultural values as a territorial capital and that all local stakeholders, both public and private, must be involved. 8.5 KEYWORDS:  Cultural Heritage: is the inheritance from earlier generations of a group or society's tangible and intangible heritage assets. Not every legacy left by previous generations qualifies as \"heritage\"; heritage is instead the result of social selection.  Cultural tourism: Religious locations, temples, and churches are examples of cultural tourism destinations. Cultural tourism experiences also include architectural and archaeological treasures, culinary pursuits, festivals and events, historic or heritage sites, monuments and landmarks, museums and exhibitions, national parks and wildlife sanctuaries.  ecotourism: responsible travel to natural areas that conserves the environment, sustains the wellbeing of local people and involves interpretation and education.  Preservation: the state of being preserved, especially to a specified degree.  Geography: is the study of places and the relationships between people and their environments.  Heritage: property that is or may be inherited; an inheritance.  Imaginary: existing only in the imagination. 8.6 LEARNING ACTIVITY 1. What are the seven guidelines put forth by Angus Stirling? 2. Explain Visitor Management. 3. Explain tourism and conservation. 4. Explain improve tourism operations and guidelines. 5. Explain Synergy between tourism and Environment. 6. Explain Tourist-host relationships. 7. Explain culture clashes. 8. Explain Standardisation and Commercialisation. 8.7 UNIT END QUESTIONS A. Descriptive Questions

Short Questions 1. What is cultural Heritage? 2. What is Cultural tourism? 3. Define Heritage? 4. What do you mean by geography? 5. What does UNWTO stand for? 6. When was cultural tourism introduced? 7. When did UNESCO develop the Convention for the Protection of the World Cultural and Natural Heritage? Long Questions 1. Explain Site maintenance. 2. Explain Vandalism and damage. 3. Explain Positive impacts of Cultural Tourism. 4. Explain negative impacts of Cultural Tourism. 5. Explain Social Impacts of tourism. 6. What is the importance of cultural tourism. 7. How does cultural tourism work? 8. Explain Inclusive Recovery of Cultural Tourism B. Multiple Choice Questions 1. The famous traveler who wrote air travel experience in ancient time a. ibnu batuta b. alexander c. marco polo d. Benjamin 2. ________________ is the act and process of spending time away from home in pursuit ofrecreation, relaxation, and pleasure, while making use of the commercial provision of services. a. Tourism b. Ayurveda c. bungee jumping d. entertainment 3. Travelling for the purpose of learning about cultures or aspects of cultures is a. cultural tourism b. mass tourism c. ethnic tourism

d. Heritage 4. Tourism that consists of travelling to relatively undisturbed or uncontaminated naturalareas with specific objectives of studying , admiring, and enjoying the scenery and its wild plants and animals as well as any existing cultural manifestations a. eco tourism b. wild life tourism c. rural tourism d. adventure tourism 5. Eco-Tourist is interested to visit a destination where there is a. relatively unspoilt natural environment b. rich wildlife wealth c. unique wildlife species d. dense forest 6. Who are the targets of a tourist spot that is located at great heights? a. adventure tourists b. children c. women d. business tycoons Answers: 1-a, 2-a, 3-a, 4-a, 5-a, 6-a. 8.9 REFERENCES  Adams, G. (1994) The pull of cultural assets. In Fladmark, J.M. (ed) Cultural Tourism. Donhead Publishing, London.  Ajuntament de Barcelona (2013), Percepció del Turisme a Barcelona, Gerència Adjunta de Projectes Estratègics – Gerència Municipal, Departament d’Estudis d’Opinió, Barcelona.  Akama J. Cultural tourism in Africa: strategies for the new millennium. Arnhem: Atlas, 2002.  Albers, M., Baggen, S., Best, M. de, Bregman, S. and Eitjes, R. (1997) Come across the bridge. Survey about the profile of the visitors of the Bonnefanten Museum. Management project report, Hoge Hotelschool Maastricht, Maastricht.  Alberts, H. C., & Hazen, H. D. (2010). Maintaining authenticity and integrity at cultural world heritage sites. Geographical Review, 100(1), 56-73.

 Aldous, Tony. “Canterbury: Historic city becomes centre of learning.” (Feature: Centre for the new century including discussion of tourism and traffic issues). Urban Environment Today. 103 (2000): 24.8.00. Website:  https://tourismteacher.com/social-impacts-of-tourism/  file:///C:/Users/USER/Downloads/Cultural_conflict_tourism.pdf  https://www.researchgate.net/publication/50237459_Conservation_Tourism  https://tourismnotes.com/eco-tourism/

UNIT – 9 : UNDERSTANDING TOURISM PLANNING- I STRUCTURE 9.0 Learning Objectives 9.1 Introduction 9.2 Evolution of tourism planning 9.3 Importance of tourism planning 9.4 Summary 9.5 Keywords 9.6 Learning Activity 9.7 Unit End Questions 9.8 References 9.0 LEARNING OBJECTIVES  Describe the causes and purposes in in order to arrange a trip.  Determine the barriers planning for tourism.  Explain the steps during the organizing of a tourism event.  Describe and distinguish between types of tourism goals, plans, and objectives; position statements; and vision statements.  The idea and guiding principles of sustainable tourist development should be explained.  Describe the primary avenues for the development of tourism.  Examine the roles of the public and commercial sectors.  Describe the purpose, different methods, and requirements for government financial aid in the development of the tourism industry.  Describe the goals and procedures involved in completing an economic feasibility study.  Identify the two primary groups that are affected by the findings of economic feasibility studies and talk about the common queries they have.  Appreciate the need for tourism planning, know about the current theories and concepts in tourism planning, and understand the implications of various alternatives for future tourism growth. 9.1 INTRODUCTION The process of implementing a thorough tourist system and deploying the development goals is referred to as tourism planning. Plans for tourism can be frameworks that may include legal components like zoning in some locations and contain a set of legal norms in others. A tourist attraction or scenic site's long-term development is often balanced, guided, and protected with the goal of achieving healthy development. Tourism planning serves as a framework, thus it needs to be urgent, strategic, creative, and adaptable. Planning concepts are increasingly

emphasizing environmental issues as a result of what appears to be the overall expansion of the tourism sector having progressively detrimental environmental effects. To plan is to create a road map for achieving objectives. Following are the key stages of an urban planning process:  Phase of preparation and exploration  Phase of feasibility/planning  Phase of official planning/zoning  Phases of design and implementation  Operative stage \"A method, based on study and assessment, which tries to optimize the potential contribution of tourism to human welfare and environmental quality,\" according to D. Getz (1987). Faludi (1973) stated that \"planning is a very significant aspect of the process by which governments at the national, local, and organizational levels regulate tourism.\" Most of the nations that have successfully planned their tourism may be found online and are regarded as wonderful holiday destinations. People even fly to these nations in the hopes of gaining YouTube subscribers for their trip vlogs. That is an indication of success in the modern era. There are numerous components to the development of tourism: Establishing and maintaining public-private partnerships, monitoring rivals to acquire a competitive edge, and ensuring ethical and sustainable development. Viewing the tourism industry as a demand-driven, interconnected system, evaluating government engagement, private sector investment, and global collaboration. Williams, who was quoted in Mason (2003); The goal of contemporary planning is to find the best answers to problems that are thought to exist. It is also intended to raise and, ideally, maximize development benefits, which will lead to predictable results.Tourism planning should be viewed as an integrated system. Demand and supply issues are seen as being interrelated in the tourism business. The local resident population uses the tourist facilities and services, as do the domestic and international tourist markets. The tourism attractions and activities, including man-made and natural attractions like zoos, waterfalls, woods, and beaches, make up the supply factors. 9.2 EVOLUTION OF TOURISM PLANNING Tourists planning was once thought of as a straightforward procedure that involved encouraging new hotels to develop, ensuring that there was access to the locations, and setting up a campaign to promote tourism. This mindset is still present in some places today. The only methodical planning that could be done involved choosing an appropriate hotel or resort brand and using site planning, landscaping, and engineering design standards to develop. In the days before mass

tourism, this strategy was frequently successful for the growth of small resorts or individual hotels. However, tourism quickly flourished after World War II, and numerous regions unintentionally promoted mass tourist. These locations now regret not taking the planned and controlled approach to development after suffering the social and environmental effects of unplanned tourism development. Some of those unexpected tourist destinations are currently being forced to modify their ecosystems and development patterns, as will be highlighted later in this book. There are five practices in tourism planning, each with a distinct goal: 1. Boosterism, the idea that travel is intrinsically beneficial. 2. A business-focused strategy that stresses the economic aspects of tourist growth and, in recent years, has put a strong emphasis on competitiveness and urban and regional economic development. 3. A physical or geographical approach that places a strong emphasis on the environment as a resource for tourism, the need to preserve it, and the ecological foundation for growth. The technique is closely related to regional and spatial planning traditions as well as resource management. 4. A community-oriented strategy that highlights the part that locals play in the tourism experience and that increasingly stresses both the social aspects of tourism as well as the role that the community plays in capacity development. 5. A sustainable tourism approach that aims to create an integrated development strategy that strikes a balance between economic, social, and environmental considerations as well as broader ethical, quality of life, and welfare concerns. This approach emphasizes the role that local residents play in the tourism experience and is increasingly focusing on this role as well as the social dimensions of tourism. To summarize, there are five stages in the development of tourism development planning: Tourism planning is uncommon, unwelcome, and an unpleasant idea during this phase of growth, therefore tourism develops as an unexpected activity. Beginning of the somewhat supply-oriented planning stage for the tourism industry: this stage is characterized by the building of the essential infrastructure, including hotels, restaurants, transportation, etc. Entirely supply-oriented tourism planning stage: at this stage, planning is focused on building facilities to meet rising tourism demand while ignoring the majority of issues that will inevitably arise. Market- or demand-oriented tourism development planning stage: at this level, tourism planning is primarily concerned with increasing the number of visitors and figuring out how to please them.

Contemporary planning approach stage: environmental, socio-cultural, and economic difficulties grow as a result of an increase in tourist arrivals and \"careless and myopic tourism development planning techniques,\" which draws the attention of planners and developers. Techniques and approaches in tourism planning: 1. Systemic approach : a method of planning that necessitates knowing enough about the system to comprehend and evaluate it. Information systems and computer technologies may be required to gather and analyze data 2. A thorough and integrated strategy : A more comprehensive strategy that takes into account every aspect of tourism growth is recognized and planned. To create successful developmental patterns on the environment and society, these components are carefully analyzed and integrated. 3. A sustainable and environmental perspective: Planning and development are managed to prevent resource depletion so that they will be available for ongoing and permanent usage in the future. This is also known as sustainable development. 4. Community-based method: This is founded on the notion that local residents ought to participate in the planning and decision-making processes for the development of their town. This strategy requires more time and could lead to intense discussion over how development will affect the neighborhood. 5. A workable strategy: An approach to planning in which the strategies, plans, policies, and suggestions are practical and doable. 6. A methodical approach: This method of operation refers to the systematic and planned scheduling of planning and development-related tasks. 9.3 IMPORTANCE OF TOURISM PLANNING Many nations' tourist developers are now acknowledging the value and necessity of tourism planning. Planning used to be extremely limited to the concerns of accessibility (surface and air transit), lodging, and attractions. It was thought that if a location had these three factors, tourism would develop naturally. Mass tourism was the outcome of making these three A's (accessibility, lodging, and attractions) available to customers without taking the big picture into account. This completely destroyed a lot of places. The Caribbean and a few Mediterranean locations are the most noteworthy examples. This is now a significant danger to the growth of tourism in India as well. Unplanned tourism growth has had detrimental social and environmental effects in many locations. Contrary to the west, where corrective measures lead to planned and regulated growth, India still needs to fully execute the planning ideals. In a nutshell, only with sound planning and administration can tourism reap the greatest rewards and be used to its fullest potential.

Planning is the foundation of every project, whether it is in the manufacturing or service industries. The tourist business is no exception, and like all other industries, it will benefit from carefully managed growth. There are numerous reasons why tourism planning is important, some of which can be interpreted as follows: • In many places, modern tourism is still a relatively new sort of industry, and some governments and the commercial sector lack knowledge about how to effectively grow it. Guidelines in such locations for developing this sector can be found in a tourism plan and development program. • Tourism is a complex, multi-sectoral, and fragmented industry that includes other industries like agriculture, fisheries, and manufacturing, as well as historic, park, and recreation features, as well as a variety of community services and facilities, as well as transportation and other infrastructure. To make sure that all of these components are created in an integrated manner to serve tourism as well as the general demands of a community, planning and project development coordination are very important. • A large portion of tourism is fundamentally the sale of an experience that involves the usage of specific facilities and services by tourists. Through the planning phase, the tourist markets and products must be carefully matched. But in order to satisfy market expectations, this matching should be done without sacrificing environmental and socio-cultural goals. • Various direct and indirect economic benefits from tourism can be maximized via thoughtful and comprehensive planning. These advantages might not be completely appreciated without forethought. On the other hand, economic issues can appear. • Tourism may result in a range of positive or negative sociocultural effects. Planning can be used as a method to maximize the positive effects and prevent or decrease negative effects. It can also be used to decide on the best strategy for tourist growth in order to avoid socio-cultural issues and make use of the industry to further the goals of cultural preservation. • Both positive and negative effects on the physical environment are often caused by the development of tourism attractions, facilities, and infrastructure, as well as by visitor movements. Determining the best kind and amount of tourism that won't harm the environment requires careful planning. Planning will allow one to use tourism to further environmental conservation goals. • There is legitimate worry expressed today about the sustainability of all types of development, including tourism. The appropriate kind of planning can guarantee that the natural and cultural resources for tourism are permanently preserved and aren't damaged throughout development. • Like any modern development, tourist forms evolve over time in response to shifting market trends and other factors. Planning can be utilized to renovate and revive currently existing tourism zones that are outdated or poorly developed. New tourist destinations can be planned during the planning process to allow for future development flexibility.

• The development of human resources with certain competencies and skills is necessary for the tourism industry. As a result, the right education and training are required. It takes careful planning, programming, and, frequently, the creation of specialist training facilities to meet these personnel needs. Controlled tourist development involves specialized organizational frameworks, marketing plans, promotional initiatives, legal framework, and financial controls. Tourism policy and development can be strongly tied to the comprehensive and integrated planning process since planning offers a sound foundation for project scheduling and development staging. Both the public and commercial sectors should consider these while planning their investments. Two key aspects that have evolved in tourist planning in recent years are the identification of tourism trends and a concern with variables influencing future events and developments. They are able to sustain their competitiveness in a market that is always changing in addition to maximizing returns and maintaining current resources. Therefore, planning must continue to be a focal point, ongoing, and adaptable activity if both locations and the tourism sector are to survive in the global market. Planning for tourism may make or break a location. If done correctly, it can ensure the viability of the local tourism business, protect the environment, produce favorable economic results, and be advantageous to the neighborhood. The environment or culture that tourism development depends on could be destroyed if it is done incorrectly. It may have a detrimental impact on local residents and companies, destabilize local economies, and increase inflation. Unfortunately, poor nations often bear the brunt of adverse effects like these, in large part because they have lower levels of education and experience than Western countries. Planning defined: Planning, in its broadest sense, is overseeing and foreseeing actions that will improve the present. According to Inskeep Edward in Tourism Planning (1991), planning is the organization of the future and is therefore heavily dependent on predictability. Numerous scholars have attempted to describe tourism planning from various angles. Planning for tourism is \"a process, based on study and assessment, which tries to maximize the potential contribution of tourism to human welfare and environmental quality,\" according to D. Getz (Tourism, 1987). Planning is concerned with anticipating and controlling change in a system to encourage orderly development and maximize the social, economic, and environmental benefits of the development process, according to Hall (1970). Planning then transforms into \"an orderly sequence of actions, designed to lead to the achievement of either a single objective or to a balance between numerous goals\" as a result.

Planning can be characterized in a number of ways, but the one that is most helpful for managing tourism is: \"Planning is the process of preparing a collection of decisions for action in the future, focused at achieving goals by preferable means.\" (1973; Faludi) Elliot (1997) stated that \"planning is a very significant aspect of the process by which governments at the national, local, and organizational levels regulate tourism.\" Scale and diverse sorts of plans are complicated by varied tourism planning methodologies. The fact that professionals in this field today identify or support a shift away from a focused focus on physical or promotional planning that results in tourism growth to a broader, more well-rounded strategy that takes into account modern challenges is, however, obvious. Planning process: Planning for tourism involves taking into account many different factors as well as different tourism segments. Tourism can grow in a positive way with careful planning of the physical, legal, promotional, financial, economic, market, management, social, and environmental components. We must keep in mind that tourism is an economic activity today and that for many people, it is their only means of subsistence. Government, service providers, and the host population all have a stake in it. Why not teach everyone about effective planning that establishes the target outcomes and works in a methodical way to attain success? Let's examine the steps in the planning process that will occur in the following order: a) DEFINE THE SYSTEM: What are its scope, dimensions, market, personality, and function? b) FORMULATE OBJECTIVES: The development concept lacks direction in the absence of a set of objectives. The goals should be thorough, precise, and give a timeline for fulfillment. c) COLLECTING DATA: Fact-finding, or research, supplies the fundamental information needed to create the strategy. Examples of data gathering include creating a fac t book, conducting market research, examining infrastructure and conducting site surveys. d) ANALYSIS AND INTERPRETATION: Once information has been gathered, it must be analyzed and interpreted in order for the facts to make sense. A series of conclusions and suggestions that help create or conceptualize a preliminary strategy are the product of this step. e) PRELIMINARY PLANNING: Using the information from the preceding processes, several options are thought about, and different physical solutions are created and tested. Scale models are frequently created to illustrate land use plans, sketches are often created to show the image the development will project, and financial plans are frequently created from market research, site surveys, and layout plans to show the investment needed in each phase of the project, the cash flow anticipated, the legal requirements, etc. f) APPROVING THE PLAN: Now that the plan has been approved, the parties concerned can examine the plans, drawings, scale models, estimates of expenses, estimates of profits, and other materials to understand what will be required and the likelihood of success or failure. Even though a large sum of money may have already been spent, it is still a modest amount in

comparison to the expenses that would be needed after the plan is approved and its implementation gets underway. g) FINAL PLAN: During this stage, the numerous topics addressed are normally defined. For instance, a definition of land use, plans for infrastructure facilities like roads, airports, bike paths, horse trails, pedestrian walkways, sewage, water, and utilities, architectural standards, landscape plans, zoning, and other land use regulations, economic analysis, market analysis, and financial programming are all required in the case of a destination. h) IMPLEMENTATION: The operationalization of the tourism plan is called implementation. Additionally, it monitors, evaluates, and follows up. Mechanisms that provide ongoing feedback on the tourism project and the levels of consumer satisfaction are provided by sound planning. Tourism Planning: Planning is not a novel concept in the tourism industry. Planning for tourism involves a wide range of actions carried out by numerous parties with varying interests. For instance, tour operators are involved in the formulation of marketing strategies as they are interested in developing markets and market share. The layout of specific development ideas is covered in the planning of tourism amenities by individual developers. Governments may establish strategies and policies at both the national and regional levels to encourage the development of tourism because they are eager to increase the revenue from tourism. Each of these actions can be categorized as tourism planning, or more precisely, the planning of particular tourism-related aspects. Each exemplifies a constrained strategy for tourism planning that must be extended to advance the sector. A broader and more effective planning philosophy has emerged among educators and practitioners as a result of contemporary understanding of the shortcomings of older planning techniques and procedures. Public involvement, participatory planning, grass-roots planning, and integrative planning are the terminology now in use, as evidenced in the US Model. Reg Lang (1988) summed up the distinction between interactive planning and conventional planning pretty well (See Table-1)

9.4 SUMMARY If tourism is not carefully thought out and developed, it will collapse. Consequently, the importance of tourism planning cannot be emphasized. Planning highlights the bad aspects of tourism, stifles them, and turns it into an activity that benefits everyone. Planning a good tourist strategy requires meticulous work and logical progression. In other words, one step or level of planning logically leads to another until it culminates in a final plan that is practical and coherent and acts as a working document for tourism growth. Development of tourist attractions and careful management of historical sites are also practiced. The rationale is that hastily developing attractions or poorly managing historic monuments could spell disaster for all tourism stakeholders and give a fatal blow to tourism in a particular nation or target location. Planning is therefore essential if tourism is to remain a force to be reckoned with in all of its facets and manifestations. Tourism planning must advance since it has become a necessary activity. Planning for tourism needs to be more adaptable and able to take into account a wide range of political, social, economic, and environmental changes. An integrated, dynamic, multi-scale strategy as well as new methods would be necessary for this. If tourism is to be promoted as a vehicle for development, it must be designed with increased tourist happiness, community integration, and resource protection as its top priorities. All development-related sectors should pay attention to planning's new appearance nowadays. While considering the processes in the planning process and the approaches to planning, this Unit offered you an idea of the significance of planning in the tourism industry.

9.5 KEYWORDS  Tourism planning: Tourism planning refers to the overall process of deploying the development goals and the implementation of a comprehensive tourism system. In some places, tourism plans contain a set of legal norms, and in others, they are frameworks that may contain legal elements such as zoning.  Behavior:the way in which one acts or conducts oneself, especially towards others.  Attitudes: a feeling or way of thinking that affects a person's behavior a positive attitude change your attitude.  Challenges: a call to someone to participate in a competitive situation or fight to decide who is superior in terms of ability or strength.  Collaboration: the action of working with someone to produce something.  Biodiversity: refers to the variety of life on Earth at all its levels, from genes to ecosystems, and can encompass the evolutionary, ecological, and cultural processes that sustain life.  Authenticity: the quality of being authentic. 9.6 LEARNING OBJECTIVES 1. What is the goal of contemporary planning? 2. According to D. Getz, what is planning? 3. According to Hall, what is planning? 4. According to Elliot, what is planning? 5. Define tourism planning? 6. Define Biodiversity. 9.7 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. What are the stages for urban planning process? 2. How many steps are involved in planning process? 3. What is interactive planning? 4. What is contemporary planning? 5. What is conventional planning? 6. According to Faludi, what is planning? 7. What do you mean by a challenge?

Long Questions 1. Mention the importance of tourism planning. 2. Discuss the various steps in planning process. 3. Discuss the difference between interactive and conventional planning. 4. What are the five practices in tourism planning? 5. What are the approaches of tourism planning? 6. What is the importance of tourism planning? 7. What are the steps in the planning process? B. Multiple Choice Questions 1. First tourism policy a. 1982 b. 1987 c. 1999 d. 2000 2. Kerala tourism policy a. 1995 b. 1999 c. 1982 d. 2000 3. ITDC and private sectors launched a. Luxury hotels b. Star hotels c. Four star hotels d. Two star hotels 4. Human development Sector a. Hospitality b. Social c. Cultural d. Natural

5. National committee on tourism a. 1988 b. 1999 c. 1987 d. 1984 Answers: 1-a , 2- a, 3- a, 4- a, 5- a 9.8 REFERENCES  Plog, S. (2001). Why destination areas rise and fall in popularity. Cornell Hotel and Restaurant Administration Quarterly, 42(3), 13-24.  Rickly-Boyd, J. M. (2012). Authenticity & aura: a Benjaminian approach to tourism. Annals of Tourism Research, 39(1), 269-289.  Romeril, M. (1985). Tourism and the Environment - Towards a Symbolic Relationship. International Journal of Environmental Studies , 25 (4), 215-218.  Sabo, H. M. (2012). Ecotourism in Rodna Mountains National Park. Research Journal of Agricultural Science, 44(2), 226-232.  Simmons, D. (1994). Community participation in tourism planning. Tourism management, 15(2), 98-108. doi: 10.1016/0261-5177(94)90003-5  Gupta, A. (1995). A stakeholder analysis approach for interorganizational systems. Industrial Management & Data Systems, 95(6),3 - 7. Website  https://egyankosh.ac.in/bitstream/123456789/11434/1/Unit-1.pdf  https://www.academia.edu/34963306/Evolution_of_Tourism_Planning  https://tourismnotes.com/eco-tourism/  https://www.researchgate.net/publication/50237459_Conservation_Tourism

UNIT – 10 : UNDERSTANDING TOURISM PLANNING- II STRUCTURE 10.0 Learning Objectives 10.1 Introduction 10.2Planning process 10.3Levels of planning and Development 10.4 Types of planning 10.5 Summary 10.6 Keywords 10.7 Learning Activity 10.8 Unit End Questions 10.9 References 10.0 LEARNING OBJECTIVES After finishing this unit, you ought to be able to:  Comprehend the various levels and types of tourism planning  Know the concept of planning  Comprehend the assessment of tourism demand and supply  Know the various objectives of tourism development  Comprehend the various approaches to tourism planning  Understand the evolution of tourism planning in India. 10.1 INTRODUCTION One area of the economy that is expanding quickly and gaining popularity across the world is tourism. Therefore, nations and the tourist sector as a whole are working toward its development. It may have an impact on the economy, as well as society, culture, and the environment. Depending on whether or not tourism was planned, as well as how well it was planned and handled, these effects could be favorable or detrimental. Therefore, the need of careful tourism planning and growth cannot be overstated. The statement made by Bhatia (2006) that \"tourism planning is the process for tourism development\" is true. He who doesn't plan, plans to fail, as the adage says. A successful tourist development requires meticulous planning of the tourism industry. Similar to every human endeavor, poorly managed tourism can have disastrous results. On the planning table, there are usually concerns that need to be properly resolved in order to reduce the potential drawbacks of tourism and enhance its advantages. Due to its exogenous nature, experts agree that the tourist business is a difficult one. In other words, various industries are involved in tourism. Due to the complexity of the industry, all stakeholders and sectors involved in tourism must plan together in a coordinated, integrated, and thoughtful manner. A

solid tourism development plan should include laws, policies, and regulations as well as a body in charge of overseeing the plan's execution and dynamics. According to Roday, Biwal, and Joshi (2010), \"unplanned and unregulated tourism has negative long-term effects on society, culture, nature, and the economy\". In addition, they go on to say that \"systematic working will ensure success\" and \"excellent planning will secure desired results\" . In a nutshell, careful planning is essential if the advantages of tourism are to be realized. Travel for pleasure or business is referred to as tourism, along with the theory and practice of touring, the industry of luring, hosting, and entertaining tourists, and the industry of running tours. Additionally, it refers to short-term travel for leisure, business, family, or recreational reasons. The tourism sector is a very competitive and adaptable one, continuously changing to meet the demands of its clients as their wants and requirements shift. Tourism as a sector is quite complicated and crosses over into many other industries. Planning is essential because without it, numerous undesirable and unforeseen effects could occur, making it difficult to control many of the negative effects. Because of this, tourism is being promoted and managed according to sound planning in a proper and sustainable manner. In order to promote objectives for economic, environmental, and social enhancement that could be achieved through suitable tourism development, business must also integrate broad planning processes. 10.2 PLANNING PROCESS Planning is the act of thinking ahead. Planning is a dynamic process that involves setting objectives, carefully choosing various courses of action to attain those objectives, putting the chosen alternatives into practice, and assessing the choice to see if it was successful. The most important and fundamental management process is planning. It entails formulating a strategy in order to accomplish a specific set of objectives. Tourism Planning Process involves the following steps: i)Study recognition and preparation: The initial stage of the planning process is connected to the recognition of the necessity for the strategy in order to achieve and/or increase competitive advantage to support long-term growth. Studies may be scheduled to be carried out on local, regional, or national levels depending on the available funding and a variety of other criteria. ii) Defining the strategy's objectives or goals: Goals and objectives must be established in accordance with the SMART concept, which stands for \"specific, measurable, attainable, realistic, and time-bound.\" iii) Survey of existing data: Secondary research can be conducted by analyzing pertinent data from a variety of tourism review websites, newspapers, magazines, books, and other published materials that are both online and offline. The kinds of information that must be gathered from various sources include, but are not limited to, trends in traveler behavior, the availability and

caliber of lodging, the effects of environmental variables, social and cultural traits of travel locations, etc. Importantly, the analysis of the available data should take into account all three directions: the current status of the issues, anticipated changes in the state of the issues, and an explanation of the monitoring guidelines for the future. iv) Conducting new surveys: New surveys are carried out to gather new information and/or close the knowledge gap about the tourism sector. Interviews and questionnaires can be used to perform surveys online or offline. It is crucial to choose survey participants, or sample group members, from within the intended audience for tourist sites when conducting the survey. v) Analysis of secondary and primary data: When analyzing data from questionnaires, information can be represented in barcharts, pie charts, etc. On the other hand, while conducting interviews, data analysis may entail identifying common themes in the responses given by members of the sample group and critically analyzing these themes. It's crucial to analyze secondary and primary data together when conducting data analysis. vi) Creation of first policies and plans: As the following step in the planning process, examination of all primary and secondary data enables decision-makers to create beginning policies and plans. vii) Suggestions: Following the formulation of the initial policy and initial plan, a series of recommendations may be produced. viii) Implementation: Recommendations that strategic level executives deem reasonable and doable may be put into action. ix) Monitoring and plan reformulation: The final stage of the planning process entails keeping an eye on how plans are being implemented and reformulating them if necessary as a result of internal and, especially, external environment changes. 10.3 LEVELS OF PLANNING AND DEVELOPMENT Literally, all aspects of tourism should be considered when arranging a trip. Generally speaking, or when discussing more mainstream tourism, although being an integrated sector, tourist planning is carried out independently. As a result, planning for tourism is done at many different levels. Although it is nearly certainly possible to accomplish this, planning should always move from a general to a more precise level. All of the framework and rules must be created at the general level, where universally applicable general principles must be followed and where specialized plans must incorporate more in-depth plans. Here are some examples of the many levels of tourism planning: 1) International level

The following factors are taken into consideration during international tourism planning:  Services for international transportation  The movement and flow of travelers among various nations also helps plan their tour itineraries.  Constructing the main tourist facilities and attractions in the neighboring nations  Program and strategy for international marketing and promotion The following are a few of the worldwide organizations engaged in planning and developing tourism, marketing, and defining cooperative activities:  The International Civil Aviation Organization (ICAO) the United Nations World Tourism Organization's regional commissions  International Producer Organizations (IRO)  International Air Transport Association (IATA)  World Wildlife Fund(WWF). The following are the other organizations that have an impact on specific countries rather than the entire world:  Travel Association for Pacific Asia (PATA)  Organization for Caribbean Tourism (CTO)  The South Pacific Tourism Council (TCSP)  Subcommittee on tourism (SCDT)  Association of Southeast Asian Nations, or ASEAN  Travel Coordination Unit  South African Development Coordination Conference (SADCC)  For Economic Cooperation and Development, see OECD. However, UNWTO, an intergovernmental organization, is ultimately in charge of overseeing the world's tourism industry. The UNWTO has been designated by the UN as the executing agency for the tourism-related initiatives that the UN sponsors. Due to the fact that international organizations rely on the cooperation of individual nations, planning can occasionally be lacking, but it is still crucial for the execution of special function activities, and through sponsorship by regional tourism projects, these international agencies are rather encouraged. 2) National Level: Under the direction of that nation's government, national tourism planning and development is carried out. Nevertheless, it is recommended that in order to improve planning and increase funding, the commercial, public, and general public sectors should all be included in national level planning. The following are some of the components that fall under national level planning:  Determining the goals of tourist policy

 establishing the various service standards necessary for the various tourism industry sectors  Different types, amounts, and qualities of lodging services, as well as the other amenities and services that travelers need.  creation of a tourism information system  maintaining and expanding the country's main tourist routes and connecting them to various places  Organizational structure, taxation, law, and investment policies in the tourism industry  creating and carrying out programs for tourist marketing, promotion, research, and legislation  creation of training, education, and human resource programs  Standards for facility development and design  Taking into account and minimizing the damaging effects of tourism on social, cultural, and environmental factors as well as on the economy  Implementing national-level development strategies and programs, including project planning, long- and short-term development strategies  investigating and comprehending the effects of tourism 3) Regional Level: A country must plan at the regional level in order to do tourism planning for any region. The area may be a country, a state, or a tourist circuit (just like the group of islands or special areas like Buddhist circuits). The important thing to remember is that, if national tourist policies exist in the country, all regional government plans are developed within their respective jurisdiction's legal framework. Additionally, the lack of a national level strategy shouldn't stand in the way of regional planning. The following are some of the components that emphasize regional planning:  Developing regional policies  facilitating internal networks of transportation infrastructures and services and regional access  Figuring out the type of tourist destination.  Calculating the quantity, location, and kind of tourist accommodations as well as other tourist-related amenities and services examination and analysis of the effects of regional environmental, sociocultural, and economic factors  Creating educational and training initiatives at the regional level  Creating marketing and promotion programs  establishing organizational frameworks, laws, taxes, regulations, and investment strategies  Development of execution strategies, such as project planning and local laws

 The regional planning development programs are typically more detailed than the national level programs, albeit the level of specificity depends on the size and scope of the country or region. For instance, compared to a large country, a small country's national level planning program would be the same as its regional level planning program. Additionally, not every nation needs to have planning at the regional level; tiny nations may only require national planning, which might accommodate the entirety of development.  However, regional planning should be used as a foundation whenever it is practical and could aid in development. And regardless of the region's size or administrative boundaries, these should be carried out. 4) Destination Level: It may be necessary in some nations to organize tourism at the destination level, which is even more in-depth than the regional level. Here, the development strategy is considerably more precise and comprehensive. The term \"destination/zonal planning\" refers to this level. A destination zone is any geographic area in planning that has a sufficient amount of development to meet a traveler's goals. At the destination level, emphasis is placed on creating expansive and varied attractions that have the ability to draw different types of traveler segments. For instance, the primary goal will be to create a location with attractions that may draw not only leisure travelers but also research or business travelers. Components of a destination plan will be decided based on the situation at the destination. However, the destination level tourism developing committee would be responsible for creating components such tourist attractions, general locations, services, and access to the place. 5) Site Level Planning: Site planning is currently the most significant and well-liked planning. In order to draw tourists, the government, business owners, and non-profit organizations are all interested in developing small-scale attractions. Additionally, this has increased local employment. As one-time investment plans are becoming more common, architects, engineers, and planners are finding opportunities in this industry. Landowners are aggressively hiring the experts in this field to plan a variety of amenities, services, and attractions. Depending on the requirements of the project, major organizations and larger firms are showing a great deal of interest in site level development. 10.4TYPES OF PLANNING  Land use Planning:Land use plans are imposed in tourist development zones that have been chosen as tourist resorts, resort towns, tourist destinations, and urban tourism areas. This level of planning is more explicit and outlines the precise

locations of hotels and other lodging options, retail stores, public spaces like parks and roads, airports, railway lines, and stations, as well as regions for sewage, solid waste, and telecommunications. Prefeasibility and feasibility studies, assessments of environmental and sociocultural factors, and development planning are all included in these plans. For this kind of planning, zoning laws, architectural landscape standards, and engineering design requirements are frequently created.  Facility Site Planning:Planning for specific structures, such as hotels, shopping malls, and visitor facilities, is known as site planning. Maps display the precise locations of buildings, parks, streets, walkways, parking lots, and other land uses.  Facility Design: For resorts, hotels, restaurants, attractions, historical and archeological sites, information and cultural centers, visitor amenities in national parks, and other tourism facilities, designs for landscape, architecture, infrastructure, and engineering must be created. These layouts might adhere to high international standards.  Special Studies:Based on local demands, specialized tourist studies are frequently carried out. These studies focus on marketing research, socio-cultural, economic, and environmental effect assessments. On specialized types of tourist development, such as health and youth tourism, special planning studies may also be conducted. 10.5SUMMARY In conclusion, planning is a crucial part of developing the tourism industry. Without planning, no industry can grow, including the tourism sector. Therefore, it is crucial that planning be done carefully while taking into account the available resources and the destination's level of development. All forms of tourism can be advantageous for both the public and commercial sectors if done properly, but if done incorrectly, such as when activities are not regulated, there may be detrimental effects on the region's sociocultural, economic, and natural resources. Planning aids not only in growth and development but also in expanding employment opportunities and disseminating a place's culture. Tourism is a fantastic approach to boost the state's economy and aid in the uplift and empowerment of the local populace. All nations should embrace the planning approach that will best serve their needs and promote national development. India made significant progress in its growth as a result of the expansion of the tourism industry. 10.6KEYWORDS  Motivation: Internal and external forces and influences that drive an individual to achieving certain goals.

 Occupancy: The percentage of available rooms occupied for a given period. It is computed by dividing the number of rooms occupied for a period by the number of rooms available for the same period.  Price elasticity of demand: A measure of the variability that can be expected in sales when prices are changed. Unity elasticity would see equal increase in sales to in reaction to a decrease in price. Inelastic demand would not change when prices went down or up.  Product: “The result of a process” (i.e. output), which may be either a service, or a good (hardware or processed materials) or software (e.g. information) or their combination.  Tourism Planning: Tourism planning relates to the same basic concepts and approaches as general planning; however, it is adapted to the specific characteristics of the tourism system. A plan can be defined as a set of various decisions for action in the future.  Travel Association for Pacific Asia (PATA)  Organization for Caribbean Tourism (CTO)  The South Pacific Tourism Council (TCSP) 10.7 LEARNING OBJECTIVES 1. What does TCSP stand for ? 2. What does CTO stand for ? 3. What is the acronym of PATA? 4. What do you mean by Planning? 5. What is Product? 6. Define Occupancy? 7. What is Motivation? 10.8 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. What is International level? 2. What is national level? 3. What is Regional level? 4. What is Destination level? 5. What is Site Level Planning? 6. What is Land use planning? 7. What is Facility Site Planning?

Long Questions 1. What is Facility Design and Special Studies? 2. Discuss the components of regional planning. 3. Discuss the components that fall under National Level Planning. 4. List some worldwide organizations that are engaged in planning and developing tourism, marketing, and defining cooperative activities? 5. Explain the types of tourism planning? 6. What are the levels of tourism planning? 7. What are the steps in the tourism planning process? B. Multiple Choice Questions 1. _______ describes one of the concepts, that is crucial for the smooth running of an organisation. Name that concept. a) Planning b) Management c) Regional planning d) Coordination 2. In which step of the planning process, the best and most feasible plan will be chosen to be implemented. a) Selecting an alternative b) Evaluating alternative course of action c) Setting up objective d) Developing Premises 3. In which step of the planning process pros and cons of each alternative is examined. a) Developing Premises b) Setting up Objective c) Evaluating alternatives course of action d) Selecting an alternative premises 4. Making assumptions for the future is called ______. a) Making policy

b) Eco tourism c) Setting planning premises d) Making derivative plans 5. The sequence of steps or actions to be taken to enforce a policy and attain a predetermined objective is called ______. a) Policy b) Strategy c) Procedure d) Objective Answers: 1-a, 2 – a, 3 – c, 4- c, 5- c 10.9 REFERENCES  Bramwell, B. & Lane, B. (2010). Sustainable tourism: an evolving global approach. Journal of Sustainable Tourism, 1(1), 1-5.  Brunt, P. & Courtney, P. (1999). Host perceptions of sociocultural impacts. Annals of Tourism Research, 26(3), 493-515.  Budowski, G. (1976). Tourism and Environmental Conservation: Conflict, Coexistence, or Symbiosis . Environmental Conservation , 3 (1), 27-31.  Butler, R. W. (1980). The concept of a tourist area cycle of evolution: Implications for management of resources. Canadian Geographer, 24(1), 1-12.  Butler, R.W. (1999). Sustainable tourism: A state-of-the-art review. Tourism Geographics: An International Journal of Space, Place and Environment. 1(1) p. 7-25.  Catlin, J., Jones, R. and Jones, T. (2011) Revisiting Duffus and Dearden’s wildlife tourism framework. Biological Conservation. 144(5) p. 1537-1544. Website  https://tourismnotes.com/eco-tourism/  https://egyankosh.ac.in/bitstream/123456789/11434/1/Unit-1.pdf  https://www.academia.edu/34963306/Evolution_of_Tourism_Planning  http://nevillewadia.com/wp-content/uploads/2021/08/Mcq-Travel___Tourism.pdf

UNIT – 11 : UNDERSTANDING TOURISM PLANNING- III STRUCTURE 11.0Learning Objectives 11.1Introduction 11.2Role of Government organizations in tourism 11.3Panning approaches 11.4Summary 11.5 Keywords 11.6Learning Activity 11.7 Unit End Questions 11.8 References 11.0 LEARNING OBJECTIVES In this unit we will be learning,  India Tourism Development Corporation Ltd.  The functions of Ministry of tourism.  Objectives of Ministry of tourism.  Important facts of tourism in the year 2014.  Economic impacts of tourism.  The growth of Tourism  All the national tourism policy.  Create awareness on the range and types of tourism planning approaches. 11.1 INTRODUCTION The development and promotion of tourism in the nation is the responsibility of the Ministry of Tourism, which serves as the central organization for formulating national policies and programs as well as coordinating the efforts of numerous agencies of the Central Government, State

Governments/UTs, and the Private Sector. The Union Minister for Tourism and Ministers of State are in charge of the Ministry. The Secretary is the Ministry's top administrative official (Tourism). Executive guidance for the implementation of various policies and initiatives is provided by the office of the Director General of Tourism. The Indian Institute of Skiing and Mountaineering (IISM)/Gulmarg Winter Sports Project is a subordinate office/project of the Directorate General of Tourism, which also has 8 offices abroad. The field offices in India are in charge of providing information services to tourists and keeping track of the status of field projects, while the foreign offices are primarily in charge of marketing and promoting tourism in their respective regions. Now that IISM/GWSP operations have been restored, the J&K valley is hosting a number of Ski and other courses. The India Tourism Development Corporation Limited is a public sector enterprise under the control of the Ministry of Tourism, along with the following independent institutions: National Institute of Water Sports (NIWS), Indian Institute of Tourism and Travel Management (IITTM), National Council for Hotel Management and Catering Technology (NCHMCT), and Institutes of Hotel Management. 11.2ROLE OF GOVERNMENT ORGANIZATIONS IN TOURISM India has a rich cultural history to be proud of. India's tradition and culture heavily rely on travel and tourism. The main purpose of travel in ancient times was pilgrimage because the country's many holy sites drew people from all over the world. Additionally, people traveled across the nation to take part in huge feasts, fairs, and festivals. Athithi Devo Bhava (the guest is god) and Vasudhaiva Kutumbakam (the world is one family) became catchphrases for Indian social behavior as a result of this cultural practice. \"Welcome a Tourist and Send Back a Friend,\" Pandit Jawaharlal Nehru frequently said. That was the fundamental tenet of India's post-Independence tourism strategy. It was believed that tourism was a key tool for fostering both national and global understanding.The first deliberate and planned efforts to promote tourism in India were made in 1945 when the government established a commission under the leadership of Sir John Sargent, who was the government of India's

educational advisor at the time (Krishna, A.G., 1993). Following that, a planned approach to the development of tourism was implemented in 1956 in conjunction with the second five-year plan. The strategy has changed from the second and third five year plans' isolation design of single unit facilities. The sixth plan signaled the start of a new age when tourism started to be seen as a key tool for social integration and economic growth. But tourism didn't really take off until until the 1980s.The only purpose of the establishment of the India Tourism Development Corporation Ltd. (ITDC) in October 1966 was to expand the nation's tourism infrastructure and thereby advertise India as a travel destination. By marketing the biggest hotel chain in India and offering all tourist services, such as lodging, catering, transportation, an internal travel agency, duty-free shopping, entertainment, and publicity, under one roof, ITDC was able to successfully carry out its mission. Additionally, it provides consulting services in the sphere of tourism for the public and private sectors, from concept to commissioning. The National Tourism Policy 1982: A tourist policy was developed and presented to the Parliament in November 1982. The goal of the policy was to advance tourism to the point where it would: • Act as a catalyst for greater understanding on a national and international scale. • Assists in portraying Indian heritage and culture to the rest of the globe. • Has socioeconomic advantages in terms of generating jobs, income, revenue, foreign exchange, etc. • Promotes national integration by providing guidance and the chance for the nation's youth to comprehend the aspirations and points of view of others. • Provides young people in the nation with chances not only for employment but also for participating in character- and nation-building activities like sports and adventurous activities. The national policy called attention to the necessity of collaboration and correctly described tourism as a \"shared endeavor.\" Soon after, a national tourist committee was established, and it presented its report in 1988. The report addressed every critical matter regarding the significance of tourism, the requirement for infrastructure and development, etc. • The necessity for reorganizing the Department of Tourism's current organizational structure and the need for an

apex body named the National Tourism Board were two of the report's most important suggestions. • The creation of a permanent committee of tourism ministers to promote an integrated strategy for the growth of the industry and to more closely unite the state governments. • A National Policy, backed by thorough law, must be developed to ensure that the advice is carried out. • Tourism must be included into national development plans and local development plans. Indian Institute of Tourism and Travel Management (IITTM): IITTM was founded in January 1983 and has its registered office in New Delhi. It provides several levels of academic degrees in travel and tourist administration and associated fields. It has started a number of alternative educational programs for the industry's supervisory and entry- level workers. National Council for Hotel Management and Catering Technology (1984): Its head office is in New Delhi, and it serves as the primary organization for planning and overseeing the operations of 15 institutes of hotel management and 15 institutes of food craft. It also ensures consistency in academic standards and procedures for selection and admission of candidates for various courses offered by these institutes. Tourism Finance Corporation of India Ltd.(TFCI) : The IFCI supports TFCI (Industrial Finance Corporation of India). • In April 1988, TFCI was established. • TFCI was established with the intention of offering institutional support to tourism projects other than those in the lodging industry. • The state governments and union territories also have their own departments of tourism, tourism development corporations, and other institutions or organizations formed with the aim of assisting the development of the tourism industry in their areas, in addition to the aforementioned organizations at the central level. In addition to these, numerous organizations are involved in promoting tourism in India, including the Department of Archaeology, International Airport

Authority of India, Indian Airlines, Vayudoot, Indian Railways, Custom Department, Reserve Bank of India, Forest Departments, Handloom and Handicrafts Boards and Corporations, and Individual level agents, hotel and tour operators. The National Action Plan 1992: A National Action Plan 1992 was unveiled in 1992. • Infrastructure development related to tourism. • Selected area development for integrated growth, together with destination marketing to guarantee the best possible use of the infrastructure already in place. • Institutions need to be strengthened and restructured to promote the development of human resources. • Developing an appropriate strategy to boost foreign visitor arrivals and foreign exchange revenues. The National Action Plan also listed areas of action that are crucial for the growth of the tourism industry but are under the jurisdiction of various ministries of the Indian government, such as improving the facilities at international airports, liberalizing charter flights, and implementing an open sky policy for routes where Air India does not operate or only operates sparingly. These were significant difficulties, and the majority of them still require attention. The New Tourism Policy (2002): The action plan was finally converted into a tourist policy in 2002, and it was subsequently recognized as a joint central-state government priority. • The policy document made an effort to demonstrate how important tourism is to the development of the country and how it serves as a growth engine. • It was claimed that tourism not only provides the government with revenue and foreign currency, but also enables sustainable development, high-quality employment (particularly for young people, women, and persons with disabilities), and peace, understanding, and national unity and stability. • The goal of the policy was to boost both domestic and foreign tourism. To achieve this, the government recommended diversifying the offerings of the Indian tourism industry and

significantly raising the standard of the industry's infrastructure, marketing, visa policies, and air travel. Incredible India Campaign: The Indian government began an international marketing campaign called Incredible India in 2002. • Started to encourage foreign tourists to visit India. • The Incredible India campaign promoted India as an alluring travel destination by highlighting various facets of Indian history and culture, such as yoga and spirituality. The ad drew positive feedback from analysts of the tourism sector and tourists, but it also received harsh criticism from other areas. Some experts criticized it for failing to include various facets of India that may have appealed to the common traveler. Atithi Devo Bhava: The Ministry of Tourism started the \"Atithi Devo Bhava\" campaign in 2009. To teach the local community appropriate behavior and manners when interacting with international tourists. Atithi Devo Bhava attempted to re-instill a sense of responsibility towards tourists and re-enforce the confidence of foreign tourists towards India as a preferred vacation destination. It also aimed to raise awareness about the effects of tourism and sensitize the local population about preservation of India's heritage, culture, cleanliness, and hospitality. The idea was created as an addition to the \"Incredible India\" Campaign. Major tourism Promotion Campaigns and initiatives at a glance:  1946 Sir John Sargent Committee on Tourism  1949 Sir John Committee Suggestions, Govt. started branches of Tourism in Delhi, Calcutta, Bombay and Madras  1951-55 First Five Year Plan, No allotment for tourism development  1957 Establishment of Department of Tourism  1966 Establishment of Indian Tourism Development Corporation (ITDC)  1966 Establishment of Department of Aviation and Tourism  1967 Establishment of Ministry of Tourism and civil Aviation  1982 Declared First time Tourism Policy  1986 Establishment of National Committee on Tourism

 1986 Separate Department of Tourism  1986 Tourism as a industry declared by Government  1986 Separate department with cabinet minister  1988 Establishment of Ministry of civil Aviation Tourism  1992 Nation action plan for tourism  1992 Tourism Year  1995 Establishment of Tourism cell  1999-2000 Visit India Year  2002 The concept of highway tourism, agricultural tourism, and rural tourism A campaign titled as Incredible India was launched.  2009 Another campaign titled as Atithi Devo Bhava was introduced. Growth of Tourism: Domestic Travel: Indian civilization has been around for as long as domestic travel. The figures that are now available show that domestic travel has significantly increased during the past ten years. It grew from 64 million in 1990 to 167 million in 1998, representing a compound annual growth rate of 12.8%. Inbound travel: Since the country's independence, inbound travel has grown significantly. In 1951, it was only about 17,000. In 1998, it increased to 2.36 million from this point. On the other side, tourism revenue increased at a spectacular rate of 17% from Rs. 7.7 crore in 1951 to Rs. 11,540 crore in 1998. Important Facts About Tourism, 2014: India's Status in the World India's share of global tourist arrivals is 0.68%; it ranks 41 globally; and its share of global tourism receipts (measured in US dollars) is 1.58%. • India is ranked 15th in the world for tourism receipts. Position of India in the Asia-Pacific • India accounts for 2.92% of all international arrivals. India is ranked 12 in terms of international visitor arrivals, and its share of international tourism receipts (measured in US dollars) is 5.22%. India is ranked 7th in terms of international tourism receipts.

Economic Impact:A tool for creating jobs, reducing poverty, and promoting sustainable human development is now tourism. 14.79 million jobs were reportedly created by tourism in 1998– 1999 alone. In 1998–1999, the tourist industry generated estimated foreign exchange revenues of Rs.12,011 crore. As a result, tourism is now the nation's second-largest net earner of foreign currency. The country's Gross Domestic Product benefited from tourism in 1998–1999 to the tune of Rs. 24,241 crore (GDP). In 2014, travel & tourism directly supported 23,024,000 jobs (5.5% of total employment), and it is anticipated that this number would rise to 23,455,500 jobs (5.5% of total employment) in 2015. Employment with hotels, travel agencies, airlines, and other passenger transportation services is included here (excluding commuter services). It also consists of things like the activities that are directly related to tourism in the restaurant and leisure sectors. Travel and tourism will directly support 29,020,000 jobs by 2025, an increase of 2.2% each year over the following ten years. The total contribution of travel and tourism to GDP in 2014 was INR7,642.5 billion (6.7% of GDP); in 2015, it is anticipated to increase by 7.5% to INR8,218.0 billion (6.8% of GDP). This figure includes broader effects from investment, the supply chain, and induced income implications. By 2025, it is expected to increase by 7.3% p.a. to INR16,587.2 billion, or 7.6% of GDP. In 2014, it is anticipated that investments in the travel and tourism sector will total INR2,107.2 billion. This is anticipated to increase by 9.3% in 2015 and by 6.5% each year for the following ten years, reaching INR4,337.8 billion in 2025. By 2025, travel and tourism will account for 6.9% of all national investments, up from 6.6% in 2015. Objectives of Ministry of Tourism: to raise the bar for tourism marketing in terms of standards, quality, and efficiency in order to achieve the target of more visitors and more revenue.

• To make it easier for the capital city to develop and modernize in order to draw tourists and investors. • To raise the standard and caliber of human resources and offer top-notch instruction in tourism on a long-term basis. • To make sure that the stock of tourist attractions, facilities, and auxiliary infrastructure is upgraded and expanded on a sustainable basis. • To encourage domestic tourism in order to support national integration, cultural cohesion, and economic redistribution. • To enhance the tourism management information system to ensure the growth and promotion of tourism, especially in rural areas. • To raise the standard and quality of tourism services, especially for small and medium-sized businesses, in order to generate money. Functions of Ministry of Tourism:  Giving input from the field offices to help with policy formulation.  Monitoring Plan Projects and helping to create the Plan.  Overseeing and coordinating the operations of field offices.  Help with parliamentary work.  Establishment concerns of the Directorate General of Tourism Regulation: • Hotel and restaurant approval and categorization.  The approval of travel brokers, international tour operators, and transportation companies for tourists, etc.  Inspection and quality assurance: • Providing guides • Redress and complaints.  Release of incentives is one step in infrastructure development.: • Information and assistance for tourists. • Field marketing, promotion, and publicity. • Hospitality training courses. • Conferences and conventions India Tourism Development Corporation Ltd. (ITDC):

In October 1966, the India Tourism Development Corporation Ltd. (ITDC) was founded. • The only goal is to expand the nation's tourism infrastructure and so advertise India as a travel destination. • By marketing the biggest hotel chain in India and offering all tourist services, such as lodging, catering, transportation, an internal travel agency, duty-free shopping, entertainment, and publicity, under one roof, ITDC was able to successfully carry out its mission. • Additionally, it provides consulting services in the sphere of tourism for the public and private sectors, from concept to commissioning. In addition to offering transportation services, India Tourism Development Corporation also operates hotels and restaurants in various locations for tourists. • The Corporation produces, distributes, and sells tourism-related publications and offers travelers entertainment and duty-free shopping options. • The Corporation has expanded into new markets and cutting-edge services, such as Full- Fledged Money Changer (FFMC) services and consulting services for engineering-related issues, among others. • The Corporation's Ashok Institute of Hospitality & Tourism Management offers instruction and training in the areas of hospitality and tourism. • The ITDC currently operates a network of eight Ashok Group of Hotels, five Joint Venture Hotels, one restaurant, eleven transport units, nine Duty Free Shops at airports and seaports, and two sound and light shows. Additionally, on behalf of the Department of Tourism, ITDC also oversees the management of a hotel in Bharatpur and a restaurant in Kosi. • It also oversees the food operations of New Delhi's Western Court, Vigyan Bhawan, and Hyderabad House. 11.3 PLANNING APPROACHES The list of approaches are as follows:  Continuous and flexible approach : Planning should involve ongoing observation, appraisal of past performance, and input on current developments.

 Systems approach: Because of this, planning for the tourism industry should be done using systems analysis methods.  Comprehensive approach : Comprehensive analysis and planning go into every area of tourist development, including its institutional components, environmental effects, and socioeconomic ramifications.  Integrated approach: In addition to being integrated into the general plan and overall development patterns of the area, tourism is planned and developed as an integrated system within itself.  Environmental and sustainable development approach: Tourism is conceived, planned, and managed in a way that prevents the depletion and degradation of its natural and cultural resources while simultaneously ensuring their long-term viability for ongoing use.  Community approach: The local community participates as fully as possible in the planning and decision-making processes related to tourism, as well as in its actual growth, management, and socioeconomic advantages.  Implementable approach: The formation of the policy, plan, and recommendations for the growth of the tourism industry takes into account the methods for implementation and, with their specific identification, aims to make them realistic and implementable. Both micro and macro levels of planning are used in the tourism sector. The planning that particular operators do at the micro level comprises evaluating the viability of their company activity. This is essentially corporate strategic planning, which is similar to corporate planning in other industries. First, let's examine what business planning entails. Models for corporate planning typically have a similar framework. Hoffman and Schniederjans have synthesized one such strategic planning approach (1990). This concept is built on the idea that an organization should match its strengths with market opportunities brought about by a shifting external environment. It was created to give lodging businesses opportunities for growth. Like many strategic planning exercises, this one aims to emphasize advantages while protecting against potential external threats. To attain market sustainability, this type of planning must be applied to tourism organizations, both

establishedand emerging. Fig 11.1 International Strategic Management and Goal Planning Model. The conceptual approach is the same, but there are numerous methods to portray the fundamental planning process that applies to the creation of any form of plan. In general, there are eight significant steps in any planning process, and the same is true for tourism planning: A) Studying B) Deciding on growth aims and goals C) Surveys D) Analysis and Synthesis E) Making a plan E) Making a plan G) Implementations

H) Observation On the other hand, macro level planning in the sector is focused on the expansion of destinations as geographic, political, and social units, whether they are nations, states, provinces, or regions. Historically, this level of tourist planning has been primarily concerned with regional and local issues relating to land use and the physical development of destinations (Helber, 1995). These early planning efforts, according to Gravel, were not integrated (i.e., extremely site- or market- specific) and did not consider the big picture. He added that there was a process of tourism planning maturing and that in the middle of the 1960s, tourism planning started to adopt a more macro-perspective, taking into account the larger context of tourism growth. He described this strategy as \"integrated.\" Economic concerns including market position, product value, and destination image, together with environmental and social implications, are more frequently the primary considerations in tourist planning today. This more thorough style of planning acknowledges the market forces as well as the effects of tourism on the host country, not just economically but also socially and environmentally. In order to achieve the political and social objectives that the community sets for itself, macro level tourism planning is particularly concerned with the manipulation of controllable variables within a destination's tourism industry (i.e., infrastructure, market position, product development, and promotion). Tourism will only thrive in the right circumstances, according to Mathieson and Wall (1982). It is a sector that, like all sectors, needs sophisticated planning and organization to reach its full potential. They also strongly imply the importance of matching product, pricing, location, and management expertise with the market and its expectations in order to successfully plan tourism that will draw in investment. However, the requirements of the host community must be given first priority in this process. Acerenza (1985) promoted a planned, strategic approach to tourism. According to his research, the following figure illustrates the fundamental steps of this long-term approach to tourism planning: