Sustainable Destination Management
Strategies in the OIC Member Countries
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with others. In addition, a similar process should apply to all non-tangible assets and
activities such as festivals, events and special programmes.
This last could be achieved by the OIC members agreeing a model of quality standards,
applicable at varying scales and complexity as the occasion demands, by which annual
data can be collected as per the above. Water usage per visitor day would be a useful
indicator, particularly in countries that are traditionally, or that are now, water-poor.
The above recommendations require joint working and the sharing of information and
data. No doubt some countries will be wary of this, whilst others may well engage more
freely.
If the OIC is to truly benefit its members, then as many as possible need to be involved to
improve the quality of the information and hence the decisions that can be based on it.
DMOs to play a role in monitoring performance: Many countries have DMOs as public-
private partnerships with a Board including the relevant stakeholders and is responsible
for destination branding and promotion. The DMO roles should be widened to encompass
a sustainability monitoring role, which is separate from its marketing role. They should
also monitor quality standards in terms of sustainable service delivery. DMOs should be
assigned sustainability-related indicators, to which they are held accountable.
Figure 25: Policy Recommendations Related to Each of the Sustainable Tourism Strategies
Source: DinarStandard Analysis