Destination Forward: Advancing Stewardship in U.S. Tourism Planning is the most comprehensive national study of its kind, analyzing 35 destination stewardship plans across the U.S. Led by the George Washington University International Institute of Tourism Studies in collaboration with Coraggio Group, the report reveals how communities are reimagining tourism to prioritize sustainability, equity, and resident well-being.

Constituent engagement, when done consistently, inclusively, and with clear intent, can be a powerful mechanism for navigating these challenges, building trust, and co-creating thriving tourism futures.

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In today’s tourism landscape, many organizations are reconsidering their approach to diversity, equity, and inclusion due to the politicization of these concepts. However, the business case for inclusivity remains strong, particularly in the tourism industry, where welcoming all travelers is essential.

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In a world where tourism often leaves a heavy footprint, regenerative travel offers a beacon of hope. By fostering partnerships between governments, businesses, and communities, we can create travel experiences that not only benefit travelers but also revitalize the places they visit.

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From our vantage point of working with hundreds of destination leaders, we see the unprecedented challenges you are facing, including the increasing pressures on destination organizations to respond to social, cultural and environmental challenges within your communities, all while facing funding and political uncertainties.

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Travel and tourism are at the front line for both the challenges and solutions of climate change.

We must take action. Now.

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Gone are the days of economic development being a linear, industry-driven process of business attraction in which economic development organizations (EDOs) make decisions on behalf of the communities they serve.

Strategic plans are as common as office printers and just as likely to malfunction. In fact, 70% of the strategic initiatives that companies pursue to increase revenue, decrease costs, improve efficiency and innovate fall short of their goals.

As travel and tourism professionals we have been given an immense responsibility. We’ve been tasked with wisely using the resources we’ve been entrusted with.

Leading a complex and interdependent tourism economy at any scale is not for the faint of heart, even in the best of times. The disruptions of recent years have tested the fortitude of even the most experienced tourism industry leaders.

Organizations have been challenged over the few years to continually re-imagine how and where we do our work. While the pandemic appears to be far from over, and our need to be adaptive remains, the emerging work environment seems to be clearly defined by a hybrid approach.

Though at times it can feel frustrating and may even cause some discomfort, the hard truth is that tourism leaders are rarely fully in control. Sure, there are degrees of control depending on the circumstances or matter at hand, but in today’s increasingly complex industry environment where greater and more nuanced collaboration and partnership is required, full control isn’t likely.

Though at times it can feel frustrating and may even cause some discomfort, the hard truth is that tourism leaders are rarely fully in control. Sure, there are degrees of control depending on the circumstances or matter at hand, but in today’s increasingly complex industry environment where greater and more nuanced collaboration and partnership is required, full control isn’t likely.

Employee culture is a formidable force. Its strength and power can catapult a company to greatness or doom it to failure.

When was the last time you made a Rubicon decision? As you think about the types of decisions you’ve made over time, chances are there are only a few that rise to the level what I call true Rubicons.

The wisdom of this sentiment is as relevant today as it was then, reminding leaders to intentionally look for new possibilities in adverse situations they encounter. Where some might find despair or, worse yet, ana reason to surrender, those leaders…

When was the last time you made a Rubicon decision? As you think about the types of decisions you’ve made over time, chances are there are only a few that rise to the level what I call true Rubicons.

At the table next to me, I overheard them bickering throughout their dinner. Truth be told, I was eavesdropping.

Economic downturns and periods of political and social unrest are not unfamiliar. Yet, the intensity of the perfect storm in which we find ourselves today feels heavier. What’s clear is that, in this moment, the need for leadership has never felt greater nor the stakes so high.

By the look in her eyes and the urgency in her voice, I knew my client was feeling overwhelmed and frustrated. It was budget time and the first roll-up for the functional areas she oversaw was due in just five days.