1. Identify and discuss three (3) sustainable tourism planning frameworks.

2. You may respond directly to this assessment or attach a file.

Grading rubrics for each framework:

•
o
▪ 10 points – if all steps are accurately outlined
▪ 7 points – if 1–2 steps are inaccurate in the outlined framework
▪ 5 points – if 2–3 steps are inaccurate in the outlined framework
▪ 0 points – if there are no accurate steps in the outlined framework

1. Limits of Acceptable Change (LAC)

Carrying capacity serves as the framework used by LAC to support the growth of
progressive tourism in an area. It defines carrying capacity as the maximum number of travelers
who can travel to a particular destination without endangering its physical, economic, or socio-
cultural environment or posing an unacceptably high risk of decreasing visitor satisfaction. This
building might be a way to hinder tourism's expansion in the future. Its goal is to limit how much
change is still acceptable or appropriate in a location for tourism. Natural resources will be
protected, and the local population will gain from potential job opportunities.
The process how to assess LAC:
• Identify the problems/issues and concerns of the area.
With the support of important stakeholders, the distinctive values, attractions,
opportunities, risks, and problems of the area of interest are being discussed to
foster ownership and commitment. To prepare the best remedy for the problem
and to address the issue or problem soon to prevent a major problem in the
future, the problem should be identified early within the area to secure the
natural resources.
• Define and describe recreational opportunities.
At this point, identify the recreational pursuits that complement or detract from
everyday community life and allocate them to the appropriate zones or locations.
When designing recreational activities, keep the environment in mind first to
prevent mishaps. Recreational activities should be carried out in the particular
region where they are appropriate.
• Select indicators of resources and social conditions.
This method selects locations with intriguing features and situations that are
suited for leisure activities. To determine whether management actions are
necessary, it specifies particular criteria that involve sorting and monitoring (such
as damage to vegetation, soil erosion, the number of facilities, and crowding).
• Set standards for resources and social indicators.
This stage establishes rules for the application of metrics for enhancements and
standards that can or cannot be accepted locally. The protection of the area's
natural resources necessitates the formation of standards, whether or not they
can be allowed. There are rules to measure the standards and improvements
when it comes to establishing establishments in the area.
• Determine appropriate actions for breached standards.
This stage includes specific activities at various stages of transformation in a
setting that might not have followed the norm established by the level before.
When it comes to developing the area's infrastructure, it should establish the
precise right course of action.

2. VISITOR ACTIVITY MANAGEMENT PROCESS (VAMP)

Parks Canada created the VAMP concept, which provides standards for the administration
and development of undeveloped, established, and new parks. The VAMP structure concept is
built on the hierarchy of leadership decisions. The judgments are made clear by deciding on and
offering opportunities for visitors to view the park's heritage setting. These experiences can be
provided through acceptable educational and leisure activities. The strategy combines marketing
and social science ideas to focus on opportunities rather than visitor effects. It serves as a tool
for making organizational and strategic decisions on the target and customer segments of target
markets. It also specifies the appropriate interpretive, recreational, and service offerings for use.
The development of metrics and standards in this context can take into account visitor activity
profiles, stakeholder profiles, resource values and constraints, current legislation and policies,
management direction and plans, etc.

The following are the general steps of the VAMP framework:

• Produce project terms.
Compose a word that will be used as a reference during the entire review.
• Confirm existing objectives.
Confirm the present intent and factual claims of the park.
• Organize a database describing park ecosystems and settings.
This might include potential venues for leisure and educational travelers,
ongoing visitor events and services, and the area's regional history.
• Analyze the existing area situation.
Determine the historical themes, the potential and suitability of the resources,
the necessary tourist activities, the park's function in the area, and the function
of the private sector.
• Produce alternative visitor activity concepts.
Create alternate park settings, sponsored experiences, tourist market segments,
service standard guidelines, and regional and private sector positions.
• Create a park management plan.
Plan for the function and role of the park, priorities, and guidelines of
management, regional partnerships, and the private sector.
• Plan implementation.
Establishing service preparation for implementation and park conservation goals.

3. TOURISM OPTIMIZATION MANAGEMENT MODEL (TOMM)

TOMM is a method created to educate local residents about the need of protecting their natural
resources. This framework is built on the premise that individuals who are directly or indirectly
interested in tourism would be more involved in accomplishing it if they knew the purposes and
objectives of safeguarding natural places. The difference between this structure and others is
that it establishes a greater range where metrics can have an impact rather than imposing hard
boundaries.
The TOMM system is employed to raise stakeholder understanding and support for sustainable
tourism management. This structure is helpful for folks who might be wary of protected places.
It is also used to lessen conflicts by creating ideal area circumstances that both parties may agree
with. Its goal is to support decision-making for the expansion of sustainable tourism, in addition
to tracking tourism activity.
The TOMM process consists of three (3) main phases that accomplish different tasks:

1. The initializing step of the process addresses and evaluates the actual situation
among stakeholder groups, including local populations, and ideally conditions the
natural region.
It answers the following questions:

• What is the area’s current position and resources?

• Which human resources can help the area?
• How do other tourism destinations recognize the area?
• What are the area’s core strengths and opportunities?
• What does the area want to achieve in this process?
• How can the area reach its objective?
2. Indicators are used to determine the likelihood of reaching the ultimate goal of the
natural area during the second phase (Implementation). It's crucial to keep in mind
that indications should strike a balance between completeness and simplicity. If
they don't indicate any movement in the direction of the ideal state, they are
ineffectual. It won't work since they are too challenging to comprehend, especially
for the stakeholders.
Like the first phase, this phase follows these specific guiding questions:
a. How can the area’s success be measured?
b. How can outputs be maximized or improved?
c. How can negative trends be corrected and be in line with the process
‘goals?
d. How can the area’s success be presented to others, especially tourists?
The first phase's output is improved in the second phase. In this procedure, the
vision is divided into ideal circumstances. The indicators in this step go over the various parts of
a tourism product, including the socio-cultural aspects, the environment, the local economy,
marketing, and destination experience.
3. Third phase (Monitoring): Following implementation, the development toward the
ideal condition is monitored. The results provided by the indicators will be known
to the stakeholders. Everyone involved must revisit the indication if there is no
progress in it. After implementation, the development toward the ideal condition
is monitored.
The results provided by the indicators will be known to the stakeholders. Everyone
involved must revisit the indication if there is no progress in it.