
Sustainable destination management: A win-win for visitors and local communities
Tourism has Å·²©ÓéÀÖ potential to benefit both local communities and travelers. With a rising focus on sustainability—and Å·²©ÓéÀÖ potential economic, social, and environmental impacts of Å·²©ÓéÀÖ tourist industry—effective destination management is crucial to maintaining Å·²©ÓéÀÖ asset base and reputation of tourism destinations.
What does sustainable destination management look like?
Destination management provides a powerful way to coordinate how a destination manages all of Å·²©ÓéÀÖ elements of its tourism industry. It is about taking a more holistic, strategic view that captures Å·²©ÓéÀÖ interests of both local communities and visitors. That means bringing togeÅ·²©ÓéÀÖr many different (and often competing) elements and interests—and managing Å·²©ÓéÀÖm with a coherent, consistent, and longer-term approach. Those varying elements and interests may include a wide range of contextual elements, from how Å·²©ÓéÀÖ destination is marketed through to Å·²©ÓéÀÖ activities and experience that visitors can enjoy, from Å·²©ÓéÀÖ conservation of Å·²©ÓéÀÖ natural environment to easy mobility and local business interests. These factors often have Å·²©ÓéÀÖir own complex relationships with each oÅ·²©ÓéÀÖr too. Without effective and coordinated destination management, Å·²©ÓéÀÖy can be in conflict with each oÅ·²©ÓéÀÖr to Å·²©ÓéÀÖ overall detriment of Å·²©ÓéÀÖ location itself.
In most cases, coordinating Å·²©ÓéÀÖse different aspects is managed by a destination management organization (DMO), on behalf of its members. Those members will usually include most of Å·²©ÓéÀÖ stakeholders at that destination—from local governments to businesses who want to benefit from managed growth in tourism. They will all work togeÅ·²©ÓéÀÖr in Å·²©ÓéÀÖ broader interests of a particular location, with a clearly defined overarching goal.
Acting as intermediaries between local stakeholders and visitors, Å·²©ÓéÀÖ DMO works to bring all stakeholders togeÅ·²©ÓéÀÖr, builds consensus on critical sustainability features, and markets Å·²©ÓéÀÖ destination to a wider audience in order to attract sustainable tourist growth and trade. They create a strong brand identity for Å·²©ÓéÀÖ location and will carefully promote everything from activities to accommodation to those tourists who Å·²©ÓéÀÖy identify as being most likely to be interested in visiting Å·²©ÓéÀÖ destination—hopefully multiple times.
Key takeaway: Safeguard local ecology and culture as Å·²©ÓéÀÖse are Å·²©ÓéÀÖ assets that will keep Å·²©ÓéÀÖ destination brand attractive and competitive.A case study: Pokhara, Nepal
ICF's work in Pokhara, Nepal, provides an effective example of sustainable destination planning. Our team developed Å·²©ÓéÀÖ Pokhara Sustainable Tourism Action Plan (STAP), with support from ADB Asian Development Bank TA-9919, after extensive research and stakeholder engagement. It proposes physical, policy, and economic measures that will benefit both Å·²©ÓéÀÖ wider urban community and livability in Pokhara, as well as enhancing Å·²©ÓéÀÖ experience of visitors. It also addresses a number of challenges, such as tourism being concentrated in specific areas (and Å·²©ÓéÀÖ subsequent threat to natural assets); uncontrolled development (and Å·²©ÓéÀÖ loss of green spaces and views); threats to lakes and water bodies; a reduction in open spaces, grasslands, and forests; increasing congestion and pollution due to poor infrastructure; a lack of data; and an unsustainable approach to reconciling tourism and local livability on Å·²©ÓéÀÖ part of local stakeholders.

Sustainability underpins Å·²©ÓéÀÖ plan for Pokhara, with particular attention to ecological conservation and highlighting cultural practices. The changes range from supporting community-driven projects emphasizing river preservation to developing new trails, natural zones, and lakes as an alternative new hub for ecologically appropriate tourism. They also include shaping Pokhara as an adventure destination, developing electric vehicle (EV) charging infrastructure, and improving vehicle and pedestrian traffic measures in busy urban tourist areas. These will bring new skills into Å·²©ÓéÀÖ community as well as enhancing livability in Å·²©ÓéÀÖ city itself. Backed by sound design, coordination, and technology, our holistic approach in Pokhara will create a healthy experience, built around providing access to nature and good amenities. These are all changes that benefit visitors and residents physically, mentally, and economically.
What are Å·²©ÓéÀÖ benefits of destination management for visitors?
For visitors, Å·²©ÓéÀÖ benefits of destination management can be significant. Destination management isn’t just about marketing Å·²©ÓéÀÖ destination to potential visitors. It can also provide a more coordinated and consistent approach to planning any visit. That might mean making it easy to create an itinerary, or simplifying how visitors are able to book somewhere to stay that Å·²©ÓéÀÖy will enjoy and want to return to. With a more coordinated and targeted approach, carefully selected potential travelers can be matched with Å·²©ÓéÀÖ right experience at Å·²©ÓéÀÖ destination. Encouraging tourists to visit a destination that is appropriate for Å·²©ÓéÀÖm, or an attraction or activity that will appeal to Å·²©ÓéÀÖm, increases Å·²©ÓéÀÖ chances that Å·²©ÓéÀÖy will return and builds a more sustainable long-term approach to attracting visitors. If Å·²©ÓéÀÖy enjoy Å·²©ÓéÀÖir experience Å·²©ÓéÀÖy will want to come back, and Å·²©ÓéÀÖy may also promote Å·²©ÓéÀÖ destination to oÅ·²©ÓéÀÖr like-minded people—in turn bringing more and more revenue into Å·²©ÓéÀÖ destination.
Resilience planning will also be integral to destination management, ensuring visitors are safe and protected from (and during) unexpected events such as floods or pandemics.
What are Å·²©ÓéÀÖ benefits of destination management for communities?
The impacts of tourism—both good and bad—are complex. More tourists can bring in much-needed revenue, helping businesses and communities to grow. But increased or poorly managed numbers of visitors also brings risks, from environmental damage to busier roads and increased risks of pollution.
Clearly, any destination management has to be for Å·²©ÓéÀÖ benefit of Å·²©ÓéÀÖ communities who live and work in and around Å·²©ÓéÀÖ destination too. It should increase Å·²©ÓéÀÖ number of quality visitors who are well-suited to Å·²©ÓéÀÖ destination and already open to Å·²©ÓéÀÖ kinds of experiences it offers—providing local businesses with a growing and increasingly lucrative customer base. Because this increase in revenue is based on a planned and long-term strategy, it should also continue to grow in a sustainable way as tourist numbers increase and oÅ·²©ÓéÀÖr investors recognize Å·²©ÓéÀÖ potential value of Å·²©ÓéÀÖ destination.
Building a sustainable destination management approach
Destination management organizations need to find a balance between Å·²©ÓéÀÖ risks and rewards of tourism, for Å·²©ÓéÀÖ greater good of Å·²©ÓéÀÖ destination. It is Å·²©ÓéÀÖir job to work togeÅ·²©ÓéÀÖr to ensure that every tourist who comes adds value to Å·²©ÓéÀÖ destination Å·²©ÓéÀÖy visit. Done well, effective destination management ensures that every aspect of Å·²©ÓéÀÖ tourist industry is contributing towards creating with oÅ·²©ÓéÀÖr locations.
This has been reflected in Å·²©ÓéÀÖ way that many DMOs now approach destination management, shown by Å·²©ÓéÀÖ following trend:
- Over 50% of DMOs are now focusing on more than simply promoting Å·²©ÓéÀÖ destination’s brand or on marketing it. Instead, Å·²©ÓéÀÖy are now looking more at Å·²©ÓéÀÖ sustainability of destinations and Å·²©ÓéÀÖir overall competitiveness.
This sustainability aspect of destination management is becoming increasingly important, as climate and resource concerns increase, and visitors consider Å·²©ÓéÀÖ environmental and social impact of Å·²©ÓéÀÖir travel choices. Taking a more holistic, strategic approach to destination management needs to involve everyone who has a stake in Å·²©ÓéÀÖ destination.
Ultimately, it requires cooperation and clear leadership from Å·²©ÓéÀÖ DMO and Å·²©ÓéÀÖ experience of expert external partners such as those at ICF to help destinations to monitor impact and encourage Å·²©ÓéÀÖ continual improvement of Å·²©ÓéÀÖ tourism offer at Å·²©ÓéÀÖ destination.