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Review and Reflection: Challenges and Solutions in the Implementation of Cultural and Tourism Planning

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2024-09-17

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Tourism planning seems wonderful, but why is it so difficult to implement in reality? This is because:

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Editor | Yang Ming

Editor in charge | Jing Xiangyuan

Source | Xian Shi Wang Shi

The commissioning party does not understand their own needs

In fact, the main reason why many tourism plans fail to materialize is that the commissioning party lacks professional knowledge of tourism planning, is unclear about the purpose of the plan, does not know what the core demands of the project are, and is unclear about what kind of plan needs to be prepared and what kind of results need to be produced. For example, some commissioning parties mistakenly regard tourism planning as product packaging and planning.

From numerous tourism planning cases, it has also been found that the commissioning party's requirements for the plan are constantly changing, leaving the planning party at a loss. Planning serves "a certain time for a limited purpose." Only a plan that proposes practical and feasible solutions based on the actual situation of the project and can solve the core problems is likely to be a valuable plan.

In addition, leadership will, overconfidence, etc., are also common, which are manifestations of the commissioning party's lack of professional knowledge of tourism planning and disregard for industry technical thresholds. Therefore, only when both parties trust each other, cooperate closely, and communicate deeply can the planning process proceed smoothly, and it is possible to obtain planning results that satisfy both parties.

Lack of review institutions and supervision mechanisms

At present, the review institutions and mechanisms for tourism planning are not yet sound, and the review of tourism planning has the problem of going through the motions. The binding force of relevant laws and regulations is also weak, and industry management is not standardized. The implementation of tourism planning in various places is significantly lagging behind the preparation efforts. Many plans, even if implemented, are difficult to fully implement, and the implemented parts also lack feedback mechanisms and subsequent management and supervision.

The implementation of the plan requires legal and institutional safeguards. The absence of tourism planning management, the weakness of the qualification system, and the lack of control measures and market standardization have led to many tourism plans being "drawn on paper and hung on the wall." Even if they are implemented, the situation is not ideal, resulting in a wasteful outcome.

Lack of organic connection horizontally and vertically

Tourism planning is always carried out in a certain regional environment, and the region is a large system composed of various production factors and open to the outside world. No industry planning can be compiled independently of the system. It must be systematically and organically connected with higher-level planning vertically and adjacent planning horizontally.

Regarding horizontal adjacent connections, many places have local protectionism, ignoring coordination and linkage with other regions during the preparation of tourism plans, often leading to product duplication and similarity, and vicious competition. Therefore, tourism planning should conduct in-depth investigations into the market and resources, and plan and construct products that are different from those in surrounding areas. At the same time, regional linkage and differentiated development cannot be ignored.

Regarding the vertical connection with higher-level planning, there is a story. There is a lake Y in Hunan, which was planned by the provincial government as a drinking water source for residents centered on the provincial capital city due to its good water quality, so residents can enjoy direct drinking water, improving their quality of life.

However, when planning personnel prepared the overall tourism plan for this lake, they did not consider the higher-level plan and mistakenly positioned the main function of Lake Y in tourism development. In the end, all the water entertainment projects in the plan were forced to be rectified or even abandoned because they contradicted the provincial-level plan.

The disconnection between tourism planning and higher-level planning is by no means an isolated case. In order to avoid this kind of waste and dereliction of duty, tourism planning cannot be carried out independently of urban and rural planning. A full understanding of the overall planning of the entire region is necessary before preparation. Otherwise, when contradictions and conflicts arise, tourism planning will have no possibility of implementation.

Low planning team strength and personnel quality

From economics to architecture, from engineering construction to historical culture, all need to be incorporated into the consideration of tourism planning. As a systematic project, the quality of the plan lies first in the quality of the planning personnel, and more importantly, in the professional composition of the planning team.

The complexity of tourism planning requires the planning team to include professionals from many aspects, requiring them to cooperate and complement each other. Single-handed combat will only lead to low efficiency and one-sided planning results.

How can natural landscape planning without the participation of ecologists and environmentalists guarantee that the ecosystem will not be destroyed? Without historians, how can we excavate the historical culture and value of cultural relics? This is unimaginable, so a team with a complete and comprehensive academic background is an essential element for preparing tourism plans.

In terms of the quality of planning personnel, the problem of uneven professional qualifications still exists. Against the backdrop of the tourism planning boom, some experts, regardless of whether they have the energy to take on the task, are eager for quick success and instant benefit, and all take pride in taking on many planning projects. Without in-depth and detailed research, they simply go through the motions and produce perfunctory reports. Such planning results, which lack in-depth research, are destined to be of low quality, and the outcome will largely be paid for by the commissioning party.

Planning results are detached from the market and unrealistic

There are relatively few tourism planning cases that can truly enter the market to explore and practice, and then propose operable guiding ideology, methods, and models. The lack of a complete theoretical and technical system, a mature planning operation and implementation supervision system, has led to tourism planning results being superficial and detached from reality.

Nowadays, most planning results are either bland in creativity and "universally applicable," lacking awareness of regional characteristics under superficial statements; or they are similar in form and rigid in content, with lengthy discussions that are irrelevant and impractical—grand and spectacular, but no investors are interested, and difficult to operate.

This is mainly due to the fact that most plans are detached from the exploration of market demand characteristics, and the planning results do not have market competitiveness and no benefits to be sought. Who would be willing to do this ridiculous "charity"?

How to find the best combination point between resource advantages and market characteristics, and propose practical and effective development measures, still requires continuous exploration by planning professionals.

On how to make tourism planning successful and land, we believe that we can start from the following aspects.

1. Clarify needs: Planning or planning?

For the commissioning party, it is unrealistic to blindly seek help from planning with enthusiasm. Planning in a hurry when the needs and development tasks are not clear is like a headless fly. What's more, tourism planning is so detailed and comprehensive?

Tourism and cultural planning is not necessarily more successful or valuable just because it is more detailed and in-depth. Professor Bao Jigang once pointed out: tourism and cultural planning must dare to do subtraction.

The preparation of tourism and cultural planning outcomes indeed requires long-term research and investigation. However, tourism development undoubtedly involves "timing." Therefore, once industry development misses a good opportunity, it might collapse and not recover, and it's uncertain how long it will take to get the next chance.

Therefore, the client first needs to understand whether they want tourism and cultural planning or tourism marketing/strategy, whether it's a high-level directional judgment or dynamic "short-term operations," etc.

2. Find the right experts and excellent team

As mentioned earlier, tourism and cultural planning involves multiple disciplines, so it requires an experienced expert with strong coordination skills who can solve practical problems to lead, supported by a comprehensive cross-professional team.

The preparation of a tourism and cultural plan requires professionals from different fields to complement each other and collaborate. The team needs to include talents in tourism and cultural planning, industrial economics, urban and rural planning, marketing management, engineering construction, and other areas to suit the planning of special projects. It is gratifying that after years of development, the tourism management and cultural tourism planning fields have recognized the disadvantages of working alone and have begun to strengthen collaborative work.

A leader who can coordinate all parties and has extensive experience, coupled with a team with a reasonable professional structure and excellent qualities, is an important guarantee for successful planning.

3. Know what to do and what not to do

Before starting the planning, key issues and core needs should be clarified, with priorities and varying levels of detail for planning work, focusing efforts on coordinating industrial sectors with great potential and high returns.

After the planning is completed, the relationship with the market must be clarified. For projects that require market vitality, the openness and transparency of the market should be ensured to promote orderly competition and high-quality market economic operation. Related departments and leaders must not push projects forward hastily due to eagerness for quick success.

For the implementation of some infrastructure construction projects, the government must play a leading role to lay a solid foundation for the full implementation of tourism development and policies.

4. Coordinate all parties and reach a consensus

For tourism and cultural planning outcomes to be successful and implemented, the interests and demands of various stakeholders should be balanced to create a win-win situation for all parties.

This requires that cultural tourism planning work must include extensive interviews and in-depth research. Especially the largest stakeholders in tourism development—community residents—are always overlooked in regional cultural tourism planning. The level of public participation in cultural tourism planning in our country is still low, and community residents are often "vulnerable groups," marginalized in the process of cultural tourism planning and development, which easily leads to social conflicts.

Therefore, cultural tourism planning and development work must pursue the achievement of consensus after understanding the demands of all stakeholders through in-depth research.

From broad tourism development concepts and planning implementation paths to small project names, opinions and ideas from all parties should be coordinated to avoid adverse effects or even fatal blows to the sustainable development of the tourism industry due to social conflicts and other factors during the later stages of development.

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