Sustainable Destination Management
Strategies in the OIC Member Countries
168
Tourism Corridor Planning and Establishment – Policy Framework
Demand Analysis
For new corridors, before deciding that a tourism corridor should be established to increase
tourism collaboratively, an exploratory working group should be set up with participants from
all involved. That is, governments, NGOs, development organizations, and the private sector
(refer to chapter 1.2.4.). This working group should focus on jointly assessing the viability of a
tourism corridor. This includes the assessment of tourism assets (chapter 1.2.1), demand
analysis (chapter 1.2.2), and infrastructure assessment (chapter 1.23.). Using specific
indicators as described in the sample above, the working group should look at existing policies,
highlight gaps in the policy framework, and set realistic goals for collaboration.
This working group may also be a preliminary structure for a more permanent one, once
viability has been assessed, and the corridor established. This approach was used for the Baltic
Sea Route, although this never became a sustainable structure due to the difficulty of
establishing a sustainable funding model at the time.
Assessing the Tourism Infrastructure
When looking at the infrastructure that could be part of a cross-border tourism corridor, it is
advised to take a strategic look at the current landscape and keep in mind potential but realistic
future developments. Depending on the tourism corridor, it might start as a point-to-point
experience for travelers via a regional airline and can be developed into an overland experience
with many smaller experiences in the future. Keeping in mind the development and inclusion
of small sustainable businesses, these will benefit the tourism corridor in the future. The
Danube Competence Center, for example, is extending its cycling route network to include new
experiences over time.
Social Value Assessment
The measurement of the impact of tourism corridors is often a challenge for multilateral
corridors. Distinct data are often not available on a country level. Nevertheless, it is important
to assess the impact any initiative canmake on stakeholders. Consulting with local stakeholders
on the potential impact the tourism corridor could have on them is highly recommended. This
can be done through direct interviews or small group meetings. Through technology, a larger
sample group can be assessed for quantitative research.
It is wise to set strategic goals for any corridor that the collaborative framework aims to achieve
through the resources that have been jointly invested. The goals and strategies should be
published in a joint strategy document (e.g. The Greater Mekong Subregion Tourism Sector
Strategy550), which is renewed every two to five years rolling and also includes a promotion
plan and action steps. It is also recommended that strategies should be based on UN Strategic
Development Goals. This would also connect the strategy directly with any benefits
stakeholders, especially local communities.
550 Mekong Tourism Coordinating Office, Greater Mekong Subregion Tourism Sector Strategy 2016-2025.