Governance is the foundation of a well-managed and resilient destination. It is what ensures that vision, strategy, and action come together to create sustainable tourism outcomes that benefit both visitors and local communities. Whether we’re talking about trail networks, Destination Management Organisations (DMOs), or Indigenous corporations, strong governance is the difference between a destination that thrives and one that struggles to keep pace with shifting expectations, poor decision making, partners at odds with each other, funding pressures, and community needs.
Yet, governance is often misunderstood. Too often, it becomes about the personalities in leadership rather than the skills and expertise that drive effective decision-making. Strong governance is about who sits around the table and how they contribute to advocacy, funding, strategic alignment, and long-term community benefits. It is essentially good decision making for the right reasons.
Why Strong Governance Matters
Good governance provides a destination with a strong voice, particularly when it comes to advocating for funding, infrastructure investment, and policy support. Without a well-structured leadership approach, the ability to influence decision-makers is often fragmented and ineffective. A destination with strong governance is better equipped to present a clear, unified vision that aligns stakeholders and attracts investment.
Beyond influence, governance ensures good strategy and alignment—not just within the tourism sector, but across regional, national, and even international priorities. Tourism does not exist in isolation; it intersects with conservation, economic development, cultural heritage, and community well-being. Well-governed destinations understand this and integrate their efforts across multiple sectors to create meaningful and lasting impact.
Community benefit is another crucial factor. The best-run destinations are those where the needs of the community are prioritised alongside visitor experience. Governance that centres local voices, fosters partnerships, and ensures benefits flow back to residents will always be more resilient than governance that prioritises industry gains above all else. Most importantly it provides a strong social licence for tourism in the region.
When governance structures are clear, well-functioning, and transparent, destinations are far more attractive to funders and investors. Those providing financial support want to see accountability, a well-defined strategic direction, and measurable outcomes. Destinations that can demonstrate these things through strong governance structures will always have a competitive edge.
Governance in Action: DMOs, Trails & Indigenous Corporations
For trail networks, effective governance ensures that maintenance, funding, and environmental sustainability remain priorities. It provides a framework for how decisions are made and who is responsible for ensuring the long-term viability of the trail. Without the right governance, trails can quickly fall into disrepair as funding is not collected and re-invested the right way, and visitor experiences can suffer.
For Destination Management Organisations (DMOs), governance plays a pivotal role in ensuring that tourism development aligns with the needs of residents, businesses, and visitors. A well-governed DMO doesn’t just focus on marketing a destination; it ensures that tourism is strategic, sustainable, and beneficial to the entire community. Governance within DMOs needs to be representative of all stakeholders—not just large operators or political figures—but also small businesses, environmental advocates, cultural leaders, and those directly impacted by tourism growth. It enables good strategy, measuring progress, communications, relationships, transparency and ethics.
For Indigenous corporations, governance must be culturally grounded, reflecting the aspirations of the communities they represent. It ensures that tourism is led by Indigenous voices, aligns with cultural values, and protects heritage for future generations. The best governance models allow Indigenous communities to self determine their own tourism pathways while ensuring they have the resources, funding, and influence to shape their own futures.
Moving Beyond Personality-Driven Governance
One of the most common governance pitfalls is placing too much emphasis on personalities rather than skills. A strong governance structure is not about who has been involved the longest, who is the most well-known, or who has the loudest voice—it’s about ensuring the right expertise is at the table.
Effective boards and governance structures should be built on a foundation of strategic thinking, decision-making frameworks, and accountability. They should be transparent and have little political influence, ensuring that decisions are made in the best interests of the destination rather than being shaped by personal agendas.
Ultimately, governance should not be an afterthought—it should be a guiding force that steers destinations towards long-term success, sustainability, and resilience. The question for any destination is not just whether it has governance structures in place, but whether those structures are actually working to create a better future.
