Sustainable Destination Management
Strategies in the OIC Member Countries
156
which practically covers all aspects of performance from governance and communications to
MDTC impacts and sustainability. The GMS TC also uses visitor metrics and organizational
effectiveness, as well as sustainability metrics.
Monitoring performance for the OIC MDTCs seems to be lagging behind the best practices from
global MDTCs. While visitor metrics are typically collected by OIC MDTCs’ countries, an
assessment of impact whether economic, social, or environmental, as well as organizational
and marketing communications, is not common practice among the OIC MDTCs. The Abraham
Path TC provides a good example of incorporating economic impact metrics. However, there is
a range of other metrics that still need to be covered for proper governance to be ensured.
Table 25: Performance Indicators - Best Practices versus OIC Examples
Best
Practices
- Currently, 7 of the Council of Europe routes monitor their performance
with the use of the European Tourism Indicators System (ETIS),
measuring governance, communication both internal and external,
sustainable management, the impact of cultural activities, and the
economic and environmental impacts of the route itineraries.
- The Greater Mekong Subregion TC using visitor metrics and
organizational effectiveness, as well as sustainability metrics.
OIC - The Silk Road uses visitor metrics.
- The Abraham Path uses visitor metrics, organizational effectiveness, and
marketing communications metrics.
Collaboration with Stakeholders
Best practices from global MDTCs also show that collaboration with stakeholders is done using
formal platforms, as in the case of the Mekong Tourism Advisory Group and the Destination
Napoleon local steering committees, which include representatives from various stakeholder
groups. Some of the existing OIC MDTCs seem to be performing well in creating public-private
partnerships that allow for cooperation between the various stakeholders.
In the case of the Silk Road, collaboration with stakeholders was facilitated by the creation of
the Silk Road Task Force and the establishment of its office in Uzbekistan. In the case of the
Umayyad Route, the layered organizational structure with local support groups is composed of
public and private sector entities, allowing for interaction and collaboration among the various
stakeholders.
Table 26: Collaboration with Stakeholders - Best Practices versus OIC Examples
Best
Practices
- The Mekong Tourism Advisory Group, including representatives from
the private sector and industry associations.
- Destination Napoleon local steering committees, including public and
private sector entities, universities, think tanks, and professional
associations.
OIC - The Silk Road Task Force, including representatives from the National
Tourism Organizations and tourism businesses of Silk Road countries
that are responsible for formulating strategies.
- The Umayyad Route advisory committee and the local action groups
include various groups of stakeholders, from public to private and
NGOs.
- The Holy Family TC, collaboration between government bodies, NGOs,
and the Coptic Church, however, have no formal platform.