engleski

Tourist destination management and Public-Private Partnership

The success of a tourist destination depends on its ability to adapt to intense economic, political, technological, sociological and cultural changes. So, as to avoid 'strategic drift' (Johnson & Scholes, 1997.), the inclusion of all partners (the public and private sector, associations and residents) is necessary for creating the clear direction. Successful development of destination management implies close co-operation of the public and private sector which includes creating joint projects through public-private partnership (PPP). Past practice has shown that the PPP can play an important role in raising the quality of service level, more effective management as well as accelerating economic growth. At the same time, the basic advantages of the PPP are ensuring new sources of fresh private capital, which leads to releasing a part of the budget funds which could be directed towards new developmental projects. A model of destination managment through public-private partnership (PPP) is suggested, whose council would consist of the following: the local self-government (Department of Tourism), competitive and marketing clubs, a destination-based marketing organization in the aspect of a tourist office, public local communal, that is, infrastructured companies and destination management companies (DMC).

tourist destination; destination management; public-private partnership (PPP); sustainable development; competitiveness

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