Sustainable Destination Management
Strategies in the OIC Member Countries
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Stakeholder Management
It is highly encouraged to create a framework for stakeholder engagement and management
(see chapter 1.3.4). It is important for any framework to be able to create passion and to
identify champions amongst stakeholders, who will be ambassadors for the project. Such a
program could be informal or formal, such as the Tourism Advisor Group of the MTCO.
In addition, small and medium-sized, and especially sustainable businesses, on a corridor must
be aware of activities they can use to enhance their offerings and create pride in being part of
the tourism corridor and subsequently invite and engage visitors. Collaborative branding is a
robust tool in creating sustainable marketing for a tourism corridor through engaged
stakeholders. Policies that define how stakeholders on the ground can be involved in activities,
collaboratively promote them, and directly benefit from them, are highly recommended. One
such structure is the Experience Mekong Collection of the Mekong Tourism Coordinating Office,
which provides social enterprises in the Mekong Region with a framework to directly benefit
and simultaneously align with all other activities.
Focusing on local communities and associations first is recommended while working with
international organizations on a more strategic and supporting level. Local universities have
been seen as competent partners in tourism activities for cross-border corridors. The Mekong
Tourism Coordinating Office works with various universities on their activities. They publish
showcase studies of best practice social enterprises in collaboration with Mahidol University
to allow other businesses to learn.
Capacity Building
Capacity building is an essential component of corridor development in terms of building
tourism standards and ensuring inclusive growth (chapter 1.3.5). It is crucial for the effective
management of MDTCs to ensure unified standards and ensure a seamless tourist experience.
For this, educational institutions, such as universities and training centers, need to be involved.
Policies to ensure common standards and joint capacity building initiatives are recommended
in any tourism corridor.
Often, capacity building can be conducted in partnership with international development or
training agencies. The Abraham Path, for example, provided training through the private sector
and partner organizations with funding from the World Bank.
UNWTO works with several educational partners. Countries may consider using domestic
training centers, asking international providers to provide training, or arranging for knowledge
transfer from international providers to the country. This is dependent on the tourism sector
development in the country. Corridors with a high variance in HR development benefit from
inviting the leader in this area to provide a knowledge exchange to the other countries.
Budgetary Responsibilities, Financing
It is recommended that a financial framework for collaboration is created. The financing should
be created with sustainability in mind and may come from various sources, public or private
(chapter 1.3.6). Membership fees, whether from public or private entities, are an important
source of funding, especially as they promote a sense of ownership. Assistance from external