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n modern days a new generation of highly skilled academics are now researching, publishing and building on the work of the first generation with new visions and force (G?ssling et al., 2009).

Strategic planning and the role of Government: Case study New Zealand

New Zealand tourism strategy first published in 2001 and the NZTS 2015 is supported by two key principles: guardianship and responsibility, creating a uniquely New Zealand approach to sustainable tourism. The strategy realize that the tourism sector of New Zealand must play a lead role to protect the environment to ensure that New Zealand’s environment will continue to be enjoyed by future generations linking with other strategies and integrated approach to sustainability. The strategy is a fundamental document but in terms of directly relating to local government planning, it is recognised that the tourism sector and local authorities should understand the bene?ts tourism offers and lead destination management and planning initiatives and processes to maximise bene?ts (Connell et al., 2009).

Local Government New Zealand has increased its tourism work by actively encouraging local government participation in tourism projects. To engage with tourism issue, LGNZ issued its response to NZTS 2010, entitled “Postcards from Home” with the strategic aim “to engage local communities in planning for tourism which is socially, economically, environmentally and culturally sustainable” (LGNZ, 2003). It was familiar that there was a need to raise awareness among elected officials and council staff about the local government involvement in tourism (Connell et al., 2009).

Conclusion

To be truly sustainable in tourism a standard is needed to measure the result either it is going towards progress or regress, as the assessment of progress cannot be judged and determined unless a standard is provided. The assessment necessarily demands comparison between the previous and current state of system quality. Qualitative or quantitative data can be used to produce information for the standard. There are a number of issues in the destination which cannot be explained by quantitative data. The wisdom and experience of stakeholders might be more valuable than these statistical data to cope with their issues (Tae Gyou Ko, 2005)

The achievement of sustainable tourism development is necessary but it is a lengthy process. Any kind of change towards good cause takes time and as we know that all long journey begins with first step. The world and its people cannot change in few years. The tourism industry needs to realise that there is no magical button that will transform its future towards sustainability and make it more sustainable. The future for sustainable tourism is more complex than it seems to be. Future success in managing sustainable tourism will depends in part on training, education, and public awareness. The development of long term policies rather than short term, is essential to assure that the tourism growth occurs in a socially, economically, and environmentally responsible. It will need a partnership approach what will work with stakeholders and with competitors. Partnership approaches are apprehensive with problems but it is necessary for the future of tourism. The survival of the industry is at stake, in crisis all parties survive by working together (Bramwell and Lane 2000, 2004).